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Copyright © 2009-2011, The Open Group
All rights reserved.
No part of this publication may be reproduced, stored in a retrieval system, or transmitted, in any form or by
any means, electronic, mechanical, photocopying, recording, or otherwise, without the prior permission of the
copyright owner.
The views expressed in this document are not necessarily those of any particular member of The Open
Group.
In the event of any discrepancy between text in this document and the official TOGAF documentation, the
TOGAF documentation remains the authoritative version for certification, testing by examination, and other
purposes. The official TOGAF documentation can be obtained online at www.opengroup.org/togaf.
TOGAF
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Document Number: G117
Published by The Open Group, December 2011.
Comments relating to the material contained in this document may be submitted to:
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Contents
Chapter 1
Introduction ........................................................................................................................ 1
1.1 Introduction to TOGAF ........................................................................................... 1
1.2 Structure of the TOGAF Document......................................................................... 1
1.3 What is Architecture in the Context of TOGAF? .................................................... 2
1.4 What kinds of Architecture does TOGAF deal with? .............................................. 3
1.5 What does TOGAF Contain? ................................................................................... 3
1.5.1 The Architecture Development Method (ADM) ....................................... 4
1.5.2 ADM Guidelines and Techniques ............................................................. 5
1.5.3 Architecture Content Framework .............................................................. 5
1.5.4 The Enterprise Continuum ........................................................................ 5
1.5.5 TOGAF Reference Models ....................................................................... 5
1.5.6 The Architecture Capability Framework ................................................... 6
Chapter 2
The Architecture Development Method ............................................................................. 7
2.1 What is the ADM? ................................................................................................... 7
2.2 What are the Phases of the ADM? ........................................................................... 7
2.3 The ADM in Detail ................................................................................................ 10
2.3.1 Preliminary Phase .................................................................................... 10
2.3.2 Phase A: Architecture Vision .................................................................. 12
2.3.3 Phase B: Business Architecture ............................................................... 14
2.3.4 Phase C: Information Systems Architectures .......................................... 15
2.3.5 Phase D: Technology Architecture .......................................................... 18
2.3.6 Phase E: Opportunities and Solutions ..................................................... 19
2.3.7 Phase F: Migration Planning ................................................................... 20
2.3.8 Phase G: Implementation Governance .................................................... 21
2.3.9 Phase H: Architecture Change Management ........................................... 22
2.3.10 Requirements Management ..................................................................... 23
2.4 Scoping the Architecture Activity ......................................................................... 23
Chapter 3
Key Techniques and Deliverables of the ADM Cycle ..................................................... 25
3.1 Tailored Architecture Framework ......................................................................... 27
3.2 Organizational Model for Enterprise Architecture ................................................ 27
3.3 Architecture Principles .......................................................................................... 28
3.3.1 Developing Architecture Principles ........................................................ 28
3.3.2 Defining Architecture Principles ............................................................. 29
3.3.3 Qualities of Principles ............................................................................. 29
3.3.4 Applying Architecture Principles ............................................................ 30
3.4 Business Principles, Business Goals, and Business Drivers .................................. 31
3.5 Architecture Repository ......................................................................................... 31
3.6 Architecture Tools ................................................................................................. 32
3.7 Request for Architecture Work .............................................................................. 32
3.8 Statement of Architecture Work ............................................................................ 32
3.9 Architecture Vision................................................................................................ 33
3.10 Stakeholder Management ...................................................................................... 34
3.10.1 Steps in the Stakeholder Management Process ....................................... 34
3.11 Communications Plan ............................................................................................ 36
3.12 Business Transformation Readiness Assessment .................................................. 37
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3.13 Capability Assessment ........................................................................................... 37
3.14 Risk Management .................................................................................................. 38
3.15 Architecture Definition Document ........................................................................ 39
3.15.1 Business Architecture .............................................................................. 40
3.15.2 Information Systems Architectures ......................................................... 41
3.15.3 Technology Architecture ......................................................................... 41
3.16 Architecture Requirements Specification .............................................................. 42
3.16.1 Business Architecture Requirements ....................................................... 42
3.16.2 Information Systems Architectures Requirements .................................. 43
3.16.3 Technology Architecture Requirements .................................................. 43
3.16.4 Interoperability Requirements ................................................................. 43
3.17 Architecture Roadmap ........................................................................................... 43
3.18 Business Scenarios ................................................................................................ 45
3.19 Gap Analysis ......................................................................................................... 45
3.20 Architecture Viewpoints ........................................................................................ 47
3.21 Architecture Views ................................................................................................ 48
3.21.1 Developing Views in the ADM ............................................................... 49
3.22 Architecture Building Blocks ................................................................................ 49
3.23 Solution Building Blocks ....................................................................................... 49
3.24 Capability-Based Planning .................................................................................... 50
3.25 Migration Planning Techniques ............................................................................. 51
3.25.1 Implementation Factor Assessment and Deduction Matrix ..................... 51
3.25.2 Consolidated Gaps, Solutions, and Dependencies Matrix ....................... 51
3.25.3 Architecture Definition Increments Table ............................................... 52
3.25.4 Transition Architecture State Evolution Table ........................................ 52
3.25.5 Business Value Assessment Technique ................................................... 53
3.26 Implementation and Migration Plan ...................................................................... 54
3.27 Transition Architecture .......................................................................................... 55
3.28 Implementation Governance Model ...................................................................... 55
3.29 Architecture Contracts ........................................................................................... 56
3.30 Change Request ..................................................................................................... 57
3.31 Compliance Assessment ........................................................................................ 58
3.32 Requirements Impact Assessment ......................................................................... 59
Chapter 4
Guidelines for Adapting the ADM ................................................................................... 60
4.1 Introduction ........................................................................................................... 60
4.2 Applying Iteration to the ADM ............................................................................. 61
4.3 Applying the ADM across the Architecture Landscape ........................................ 65
4.4 Security Architecture and the ADM ...................................................................... 66
4.5 Using TOGAF to Define and Govern SOAs ......................................................... 67
4.5.1 Using TOGAF for SOA .......................................................................... 69
Chapter 5
Architecture Content Framework ..................................................................................... 70
5.1 Architecture Content Framework Overview .......................................................... 70
5.2 Content Metamodel ............................................................................................... 71
5.2.1 Core and Extensions ................................................................................ 72
5.2.2 Catalogs, Matrices, and Diagrams ........................................................... 72
5.3 Architectural Artifacts ........................................................................................... 73
5.4 Architecture Deliverables ...................................................................................... 76
5.5 Building Blocks ..................................................................................................... 76
Chapter 6
The Enterprise Continuum ............................................................................................... 78
6.1 Overview of the Enterprise Continuum ................................................................. 78
6.1.1 The Enterprise Continuum and Architecture Re-Use .............................. 79
6.1.2 Using the Enterprise Continuum within the ADM .................................. 79
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6.2 Architecture Partitioning ....................................................................................... 79
6.3 Architecture Repository ......................................................................................... 81
6.3.1 The Enterprise Repository ....................................................................... 82
Chapter 7
TOGAF Reference Models .............................................................................................. 83
7.1 TOGAF Foundation Architecture .......................................................................... 83
7.1.1 Technical Reference Model (TRM) ........................................................ 83
7.2 Integrated Information Infrastructure Reference Model (III-RM) ......................... 84
Chapter 8
Architecture Capability Framework ................................................................................. 85
8.1 Establishing an Architecture Capability ................................................................ 86
8.2 Architecture Governance ....................................................................................... 87
8.3 Architecture Board ................................................................................................ 87
8.4 Architecture Compliance ....................................................................................... 88
8.5 Architecture Skills Framework .............................................................................. 89
Appendix A
Migration Summary ......................................................................................................... 90
A.1 Changes between TOGAF 8.1.1 and TOGAF 9.1 ................................................. 90
A.2 Summary of Changes between TOGAF 9 and TOGAF 9.1 .................................. 96
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Preface
This Document
This is the Pocket Guide to TOGAF, an Open Group Standard, Version 9.1. It is intended to help
architects focus on the efficient and effective operations of their organization and senior
managers understand the basics of TOGAF. It is organized as follows:
Chapter 1 provides a high-level view of TOGAF, enterprise architecture, and the contents
and key concepts of TOGAF.
Chapter 2 provides an introduction to the Architecture Development Method (ADM), the
method that TOGAF provides to develop enterprise architectures.
Chapter 3 provides an overview of key techniques and deliverables of the ADM cycle.
Chapter 4 provides an overview of the guidelines for adapting the ADM.
Chapter 5 provides an introduction to the Architecture Content Framework, a structured
metamodel for architectural artifacts.
Chapter 6 provides an introduction to the Enterprise Continuum, a high-level concept that
can be used with the ADM to develop an enterprise architecture.
Chapter 7 provides an introduction to the TOGAF Reference Models, including the
TOGAF Foundation Architecture and the Integrated Information Infrastructure Reference
Model (III-RM).
Chapter 8 provides an introduction to the Architecture Capability Framework, a set of
resources provided for establishment and operation of an architecture function within an
enterprise.
Appendix A provides an overview of the differences between TOGAF 9.1 and TOGAF
8.1.1, and also a summary of the changes between TOGAF 9 and 9.1.
The audience for this document is:
Enterprise architects, business architects, IT architects, data architects, systems architects,
solutions architects, and senior managers seeking a first introduction to TOGAF
A prior knowledge of enterprise architecture is not required. After reading this document, the
reader seeking further information should refer to the TOGAF documentation
1
available online
at www.opengroup.org/architecture/togaf9-doc/arch and also available a hardcopy book.
1
TOGAF, Version 9.1 (ISBN: 978 90 8753 679 4, G116); refer to www.opengroup.org/bookstore/catalog/g116.htm.
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About TOGAF Version 9.1
TOGAF 9.1 is a maintenance update to TOGAF 9, addressing comments raised since the
introduction of TOGAF 9 in 2009. It retains the major features and structure of TOGAF 9
including:
Modular Structure: TOGAF 9 has a modular structure. The modular structure supports:
Greater usability – defined purpose for each part; can be used in isolation as a standalone
set of guidelines
Incremental adoption of the TOGAF specification
Content Framework: TOGAF 9 includes a content framework to drive greater consistency in
the outputs that are created when following the Architecture Development Method (ADM). The
TOGAF content framework provides a detailed model of architectural work products.
Extended Guidance: TOGAF 9 features an extended set of concepts and guidelines to support
the establishment of an integrated hierarchy of architectures being developed by teams within
larger organizations that operate within an overarching architectural governance model. In
particular, the following concepts are introduced:
Partitioning: A number of techniques and considerations on how to partition the various
architectures within an enterprise.
Architecture Repository: A logical information model for an Architecture Repository which
can be used as an integrated store for all outputs created by executing the ADM.
Capability Framework: A structured definition of the organization, skills, roles, and
responsibilities required to operate an effective enterprise architecture capability. TOGAF
also provides guidance on a process that can be followed to identify and establish an
appropriate architecture capability.
Architectural Styles: TOGAF 9, in Part III: ADM Guidelines & Techniques, brings together a
set of supporting materials that show in detail how the ADM can be applied to specific
situations:
The varying uses of iteration that are possible within the ADM and when each technique
should be applied
The linkages between the TOGAF ADM and Service Oriented Architecture (SOA)
The specific considerations required to address security architecture within the ADM
The various types of architecture development required within an enterprise and how these
relate to one another
Additional ADM Detail: TOGAF 9 includes additional detailed information over earlier
versions of TOGAF for supporting the execution of the ADM. Particular areas of enhancement
are:
The Preliminary phase features extended guidance on establishing an enterprise architecture
capability and planning for architecture development.
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The Opportunities & Solutions and Migration Planning phases feature a detailed and robust
method for defining and planning enterprise transformation.
Conventions Used in this Document
The following conventions are used throughout this document in order to help identify important
information and avoid confusion over the intended meaning:
Ellipsis (…)
Indicates a continuation; such as an incomplete list of example items, or a continuation
from preceding text.
Bold
Used to highlight specific terms.
Italics
Used for emphasis. May also refer to other external documents.
About The Open Group
The Open Group is a global consortium that enables the achievement of business objectives
through IT standards. With more than 375 member organizations, The Open Group has a diverse
membership that spans all sectors of the IT community – customers, systems and solutions
suppliers, tool vendors, integrators, and consultants, as well as academics and researchers – to:
Capture, understand, and address current and emerging requirements, and establish policies
and share best practices
Facilitate interoperability, develop consensus, and evolve and integrate specifications and
open source technologies
Offer a comprehensive set of services to enhance the operational efficiency of consortia
Operate the industry‟s premier certification service
Further information on The Open Group is available at www.opengroup.org.
The Open Group has over 15 years‟ experience in developing and operating certification
programs and has extensive experience developing and facilitating industry adoption of test
suites used to validate conformance to an open standard or specification.
The Open Group publishes a wide range of technical documentation, most of which is focused
on development of Open Group Standards and Guides, but which also includes white papers,
technical studies, certification and testing documentation, and business titles.
A catalog is available at www.opengroup.org/bookstore.
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Trademarks
Boundaryless Information Flow™ is a trademark and ArchiMate
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Standards Work
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About the Authors
Andrew Josey, The Open Group
Andrew Josey is Director of Standards within The Open Group. He is currently managing the
standards process for The Open Group, and has recently led the standards development projects
for TOGAF 9 and 9.1, IEEE Std 1003.1-2008 (POSIX), and the core specifications of the Single
UNIX Specification, Version 4. Previously, he has led the development and operation of many
of The Open Group's certification development projects, including industry-wide certification
programs for the UNIX system, the Linux Standard Base, TOGAF, and IEEE POSIX. He is a
member of the IEEE, USENIX, UKUUG, and the Association of Enterprise Architects (AEA).
Professor Rachel Harrison, Oxford Brookes University
Rachel Harrison is a Professor of Computer Science in the Department of Computing and
Communication Technologies at Oxford Brookes University. Previously she was Professor of
Computer Science, Head of the Department of Computer Science, and Director of Research for
the School of Systems Engineering at the University of Reading. Her research interests include
systems evolution, software metrics, requirements engineering, software architecture, usability
and software testing. She has published over 100 refereed papers and consulted widely with
industry, working with organizations such as IBM, the DERA, Philips Research Labs, Praxis
Critical Systems, and The Open Group. She is Editor-in-Chief of the Software Quality Journal,
published by Springer. She is the author of the study guides for the TOGAF 9 certification
program.
Paul Homan, IBM
Paul Homan is a Technology Strategy Consultant within IBM‟s Global Business Services. He is
a Certified Master IT Architect, specializing in enterprise architecture with over 20 years‟
experience in IT. Highly passionate and practically experienced in architecture, strategy, design
authority, and governance areas, Paul is particularly interested in enterprise architecture
leadership, requirements management, and business architecture. He joined IBM from end-user
environments, having worked as Chief Architect in both the UK Post Office and Royal Mail. He
has not only established enterprise architecture practices, but has also lived with the results!
Since joining IBM, Paul has dedicated his time to both advising clients on architecture capability
as well as actively leading architecture efforts on large client programs. Paul has also been a
leader in building IBM's capability around enterprise architecture and TOGAF.
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Matthew F. Rouse, Hewlett-Packard
Matthew Rouse is an Enterprise Architect at HP Enterprise Services. Matthew has over 20
years‟ IS/IT experience in applications development, system architecture, IS/IT strategy, and
enterprise architecture. He brings expertise in strategic IS/IT planning and architecture to ensure
that enterprises align their IS/IT investments with their business objectives. Matthew is a
Chartered IT Professional member of the British Computer Society, a Master Certified IT
Architect, and a member of the IEEE Computer Society.
Tom van Sante, KPN/Getronics
Tom van Sante is Principal Consultant and Program Director for KPN/Getronics. He started his
career in IT over 30 years ago after studying architecture at the Technical University in Delft.
Working in a variety of functions, from operations to management, he has always operated on
the borders between business and IT. He was involved in the introduction and development of
ITIL/ASL/BiSL in the Netherlands. Tom van Sante has worked in numerous appointments for
Government and Industry advising on the use of IT in modern society. He was responsible for
the introduction and development of TOGAF within KPN/Getronics.
Mike Turner, Nokia
Mike Turner led Capgemini's development effort on TOGAF Version 9 and also worked in the
core team that developed the SAP Enterprise Architecture Framework (a joint initiative between
Capgemini and SAP). He is currently working as an Enterprise Architect at Nokia.
Paul van der Merwe, Business Connexion
Paul van der Merwe, Business Unit Manager at Business Connexion, is one of South Africa's
most dynamic and insightful enterprise architecture practitioners. A conceptual thinker, he has
driven a number of advances in the fields in which he has specialized, among them software
development, business intelligence, ICT management, and enterprise architecture. The
fundamental approach to enterprise architecture advocated by him is repository-based enterprise
architecture that should be established within organizations as an ongoing practice that enables
business and technology capabilities. He consults and trains on the implementation of TOGAF
and frequently presents on enterprise architecture at industry events.
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Acknowledgements
The Open Group gratefully acknowledges the following:
Past and present members of The Open Group Architecture Forum for developing The
Open Group Architecture Framework (TOGAF)
Capgemini and SAP for contributed materials
The following reviewers of this document:
Dave Hornford
Bill Estrem
Henry Franken
Judith Jones
Henk Jonkers
Mike Lambert
Kiichiro Onishi
Roger Reading
Saverio Rinaldi
John Rogers
Robert Weisman
Nicholas Yakoubovsky
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Chapter 1 Introduction
This chapter provides an introduction to TOGAF, an Open Group Standard.
Topics addressed in this chapter include:
An Introduction to TOGAF
TOGAF, its structure and content
The kinds of architecture that TOGAF addresses
1.1 Introduction to TOGAF
TOGAF is an architecture framework. Put simply, TOGAF is a tool for assisting in the
acceptance, production, use, and maintenance of architectures. It is based on an iterative process
model supported by best practices and a re-usable set of existing architectural assets.
TOGAF is developed and maintained by The Open Group Architecture Forum. The first version
of TOGAF, developed in 1995, was based on the US Department of Defense Technical
Architecture Framework for Information Management (TAFIM). Starting from this sound
foundation, The Open Group Architecture Forum has developed successive versions of TOGAF
at regular intervals and published each one on The Open Group public web site.
This document covers TOGAF Version 9.1, referred to simply as “TOGAF” within the text of
this document. TOGAF 9.1 was first published in December 2011, and is a maintenance update
to TOGAF 9 that was published in January 2009. This latest version is an evolution from
TOGAF 8.1.1 and a description of the changes is provided in Appendix A.
TOGAF can be used for developing a broad range of different enterprise architectures. TOGAF
complements, and can be used in conjunction with, other frameworks that are more focused on
specific deliverables for particular vertical sectors such as Government, Telecommunications,
Manufacturing, Defense, and Finance. The key to TOGAF is the method – the TOGAF
Architecture Development Method (ADM) – for developing an enterprise architecture that
addresses business needs.
1.2 Structure of the TOGAF Document
The TOGAF document is divided into seven parts, as summarized in Table 1.
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Table 1: Structure of the TOGAF Document
Part I: Introduction
This part provides a high-level introduction to the key concepts of enterprise
architecture and, in particular, to the TOGAF approach. It contains the
definitions of terms used throughout TOGAF and release notes detailing the
changes between this version and the previous version of TOGAF.
Part II: Architecture
Development Method
This part is the core of TOGAF. It describes the TOGAF Architecture
Development Method (ADM) – a step-by-step approach to developing an
enterprise architecture.
Part III: ADM Guidelines
and Techniques
This part contains a collection of guidelines and techniques available for use
in applying the ADM.
Part IV: Architecture
Content Framework
This part describes the TOGAF content framework, including a structured
metamodel for architectural artifacts, the use of re-usable Architecture
Building Blocks (ABBs), and an overview of typical architecture
deliverables.
Part V: Enterprise
Continuum and Tools
This part discusses appropriate taxonomies and tools to categorize and store
the outputs of architecture activity within an enterprise.
Part VI: TOGAF Reference
Models
This part provides two architectural reference models, namely the TOGAF
Technical Reference Model (TRM), and the Integrated Information
Infrastructure Reference Model (III-RM).
Part VII: Architecture
Capability Framework
This part discusses the organization, processes, skills, roles, and
responsibilities required to establish and operate an architecture practice
within an enterprise.
1.3 What is Architecture in the Context of TOGAF?
ISO/IEC 42010:2007
2
defines “architecture” as:
“The fundamental organization of a system, embodied in its components, their relationships to
each other and the environment, and the principles governing its design and evolution.”
TOGAF embraces and extends this definition. In TOGAF, “architecture” has two meanings
depending upon the context:
1. A formal description of a system, or a detailed plan of the system at a component level to
guide its implementation
2. The structure of components, their inter-relationships, and the principles and guidelines
governing their design and evolution over time
2
ISO/IEC 42010:2007, Systems and Software Engineering – Recommended Practice for Architectural Description of
Software-Intensive Systems, Edition 1 (technically identical to ANSI/IEEE Std 1471-2000).
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1.4 What kinds of Architecture does TOGAF deal with?
TOGAF covers the development of four related types of architecture. These four types of
architecture are commonly accepted as subsets of an overall enterprise architecture, all of which
TOGAF is designed to support. They are shown in Table 2.
Table 2: Architecture Types Supported by TOGAF
Architecture Type
Description
Business Architecture
The business strategy, governance, organization, and key business
processes.
Data Architecture
3
The structure of an organization's logical and physical data assets and data
management resources.
Application Architecture
A blueprint for the individual applications to be deployed, their
interactions, and their relationships to the core business processes of the
organization.
Technology Architecture
The logical software and hardware capabilities that are required to support
the deployment of business, data, and application services. This includes IT
infrastructure, middleware, networks, communications, processing, and
standards.
1.5 What does TOGAF Contain?
TOGAF reflects the structure and content of an architecture capability within an enterprise, as
shown in Figure 1.
3
Data Architecture is called Information Architecture in some organizations.
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Figure 1: TOGAF Content Overview
Central to TOGAF is the Architecture Development Method (documented in TOGAF, Part II).
The architecture capability (documented in TOGAF, Part VII) operates the method. The method
is supported by a number of guidelines and techniques (documented in TOGAF, Part III). This
produces content to be stored in the repository (documented in TOGAF, Part IV), which is
classified according to the Enterprise Continuum (documented in TOGAF, Part V). The
repository is initially populated with the TOGAF Reference Models (documented in TOGAF,
Part VI).
1.5.1 The Architecture Development Method (ADM)
The ADM describes how to derive an organization-specific enterprise architecture that addresses
business requirements. The ADM is the major component of TOGAF and provides guidance for
architects on a number of levels:
It provides a number of architecture development phases (Business Architecture,
Information Systems Architectures, Technology Architecture) in a cycle, as an overall
process template for architecture development activity.
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It provides a narrative of each architecture phase, describing the phase in terms of
objectives, approach, inputs, steps, and outputs. The inputs and outputs sections provide a
definition of the architecture content structure and deliverables (a detailed description of the
phase inputs and phase outputs is given in the Architecture Content Framework).
It provides cross-phase summaries that cover requirements management.
The ADM is described further in Chapter 2.
1.5.2 ADM Guidelines and Techniques
ADM Guidelines and Techniques provides a number of guidelines and techniques to support
the application of the ADM. The guidelines address adapting the ADM to deal with a number of
usage scenarios, including different process styles (e.g., the use of iteration) and also specific
specialty architectures (such as security). The techniques support specific tasks within the ADM
(such as defining principles, business scenarios, business goals, gap analysis, migration
planning, risk management, etc).
ADM Guidelines are described further in Chapter 4. ADM Techniques are described in detail in
Chapter 3, together with key deliverables.
1.5.3 Architecture Content Framework
The Architecture Content Framework provides a detailed model of architectural work
products, including deliverables, artifacts within deliverables, and the Architecture Building
Blocks (ABBs) that deliverables represent.
The Architecture Content Framework is described further in Chapter 5.
1.5.4 The Enterprise Continuum
The Enterprise Continuum provides a model for structuring a virtual repository and provides
methods for classifying architecture and solution artifacts, showing how the different types of
artifacts evolve, and how they can be leveraged and re-used. This is based on architectures and
solutions (models, patterns, architecture descriptions, etc.) that exist within the enterprise and in
the industry at large, and which the enterprise has collected for use in the development of its
architectures.
The Enterprise Continuum is described further in Chapter 6.
1.5.5 TOGAF Reference Models
TOGAF provides two reference models for possible inclusion in an enterprise's own Enterprise
Continuum, namely the TOGAF Technical Reference Model (TRM) and the Integrated
Information Infrastructure Model (III-RM).
The TOGAF Reference Models are described further in Chapter 7.
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1.5.6 The Architecture Capability Framework
The Architecture Capability Framework is a set of resources, guidelines, templates,
background information, etc. provided to help the architect establish an architecture practice
within an organization.
The Architecture Capability Framework is described further in Chapter 8.
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Chapter 2 The Architecture Development
Method
This chapter describes the Architecture Development Method (ADM), its relationship to the rest
of TOGAF, and high-level considerations for its use. It also includes a summary of each phase
within the ADM.
Topics addressed in this chapter include:
An introduction to the ADM
The phases of the ADM
The objectives, steps, inputs, and outputs to the ADM phases
Requirements Management during the ADM cycle
Scoping the architecture activity
2.1 What is the ADM?
The ADM, a result of contributions from many architecture practitioners, forms the core of
TOGAF. It is a method for deriving organization-specific enterprise architectures and is
specifically designed to address business requirements. The ADM describes:
A reliable, proven way of developing and using an enterprise architecture
A method of developing architectures on different levels
4
(business, application, data,
technology) that enable the architect to ensure that a complex set of requirements are
adequately addressed
A set of guidelines and techniques for architecture development
2.2 What are the Phases of the ADM?
The ADM consists of a number of phases that cycle through a range of architecture domains that
enable the architect to ensure that a complex set of requirements is adequately addressed. The
basic structure of the ADM is shown in Figure 2.
4
In TOGAF this is termed as a set of architecture domains.
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Figure 2: The Architecture Development Method Cycle
The ADM is applied iteratively throughout the entire process, between phases, and within them.
Throughout the ADM cycle, there should be frequent validation of results against the original
requirements, both those for the whole ADM cycle, and those for the particular phase of the
process. Such validation should reconsider scope, detail, schedules, and milestones. Each phase
should consider assets produced from previous iterations of the process and external assets from
the marketplace, such as other frameworks or models.
The ADM supports the concept of iteration at three levels:
Cycling around the ADM: The ADM is presented in a circular manner indicating that the
completion of one phase of architecture work directly feeds into subsequent phases of
architecture work.
Iterating between phases: TOGAF describes the concept of iterating across phases (e.g.,
returning to Business Architecture on completion of Technology Architecture).
Cycling around a single phase: TOGAF supports repeated execution of the activities
within a single ADM phase as a technique for elaborating architectural content.
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Further information on iteration is given in TOGAF, Part III: ADM Guidelines and Techniques
(see Chapter 4).
Table 3: Architecture Development Method Activities by Phase
ADM Phase
Preliminary Phase
Requirements Management
Phase A:
Architecture Vision
Phase B:
Business Architecture
Phase C:
Information Systems Architectures
(Application & Data)
Phase D:
Technology Architecture
Phase E:
Opportunities & Solutions
Phase F:
Migration Planning
Phase G:
Implementation Governance
Phase H:
Architecture Change Management
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2.3 The ADM in Detail
The following tables summarize the objectives, steps, and the inputs and outputs
5
of each phase
of the ADM cycle.
2.3.1 Preliminary Phase
The Preliminary phase prepares an organization to undertake successful enterprise architecture
projects.
An overview of the phase is given below:
Objectives
Steps
Determine the Architecture Capability desired by
the organization:
Review the organizational context for
conducting enterprise architecture
Identify and scope the elements of the
enterprise organizations affected by the
Architecture Capability
Identify the established frameworks, methods,
and processes that intersect with the
Architecture Capability
Establish Capability Maturity target
Establish the Architecture Capability:
Define and establish the Organizational Model
for Enterprise Architecture
Define and establish the detailed process and
resources for architecture governance
Select and implement tools that support the
architecture activity
Define the Architecture Principles
Scope the enterprise organizations impacted
Confirm governance and support frameworks
Define and establish enterprise architecture team
and organization
Identify and establish architecture principles
Tailor TOGAF and, if any, other selected
Architecture Frameworks
Implement architecture tools
5
Version numbers for specific deliverables have been omitted from this Pocket Guide since TOGAF states that the
ADM numbering scheme is an example and that it should be adapted as appropriate.
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Inputs
Outputs
TOGAF
Other architecture framework(s)
Board strategies, business plans, business strategy,
IT Strategy, business principles, business goals, and
business drivers
Governance and legal frameworks
Architecture capability
Partnership and contract agreements
Existing organizational model for enterprise
architecture
Existing architecture framework, if any, including:
Architecture method
Architecture content
Configured and deployed tools
Architecture Principles
Architecture Repository
Organizational model for enterprise architecture
Tailored Architecture Framework, including
architecture principles
Initial Architecture Repository
Restatement of, or reference to, business principles,
business goals, and business drivers
Request for Architecture Work
Architecture Governance Framework
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2.3.2 Phase A: Architecture Vision
Phase A is about project establishment and initiates an iteration of the architecture development
cycle, setting the scope, constraints, and expectations for the iteration. It is required in order to
validate the business context and to create the approved Statement of Architecture Work.
Objectives
Steps
Develop a high-level aspirational vision of the
capabilities and business value to be delivered as a
result of the proposed enterprise architecture
Obtain approval for a Statement of Architecture
Work that defines a program of works to develop
and deploy the architecture outlined in the
Architecture Vision
Establish the architecture project
Identify stakeholders, concerns, and business
requirements
Confirm and elaborate business goals, business
drivers, and constraints
Evaluate business capabilities
Assess readiness for business transformation
Define scope
Confirm and elaborate architecture principles,
including business principles
Develop Architecture Vision
Define the Target Architecture value propositions
and KPIs
Identify the business transformation risks and
mitigation activities
Develop Statement of Architecture Work; secure
approval
Inputs
Outputs
Request for Architecture Work
Business principles, business goals, and business
drivers
Organization model for enterprise architecture
Tailored Architecture Framework, including tailored
architecture method, architecture content,
architecture principles, configured and deployed
tools
Populated Architecture Repository; that is, existing
architecture documentation (framework description,
architecture descriptions, existing baseline
descriptions, etc.)
Approved Statement of Architecture Work
Refined statements of business principles, business
goals, and business drivers
Architecture principles
Capability assessment
Tailored Architecture Framework
Architecture Vision, including:
Refined key high-level stakeholder
requirements
Draft Architecture Definition Document, including
(when in scope):
Baseline Business Architecture (high-level)
Baseline Data Architecture (high-level)
Baseline Application Architecture (high-level)
Baseline Technology Architecture (high-
level)
Target Business Architecture (high-level)
Target Data Architecture (high-level)
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Target Application Architecture (high-level)
Target Technology Architecture (high-level)
Communications Plan
Additional content populating the Architecture
Repository
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2.3.3 Phase B: Business Architecture
Phase B is about development of a Business Architecture to support an agreed Architecture
Vision.
Objectives
Steps
Develop the Target Business Architecture
describing how the enterprise needs to operate to
achieve the business goals, responds to the strategic
drivers set out in the Architecture Vision, and
addresses the Request for Architecture Work and
stakeholder concerns
Identify candidate Architecture Roadmap
components based upon gaps between the Baseline
and Target Business Architectures
Select reference models, viewpoints, and tools
Develop Baseline Business Architecture
Description
Develop Target Business Architecture Description
Perform gap analysis
Define candidate roadmap components
Resolve impacts across the Architecture Landscape
Conduct formal stakeholder review
Finalize the Business Architecture
Create Architecture Definition Document
Inputs
Outputs
Request for Architecture Work
Business principles, business goals, and business
drivers
Capability Assessment
Communications Plan
Organization model for enterprise architecture
Tailored Architecture Framework
Approved Statement of Architecture Work
Architecture principles, including business
principles, when pre-existing
Enterprise Continuum
Architecture Repository
Architecture Vision, including:
Refined key high-level stakeholder
requirements
Draft Architecture Definition Document, including:
Baseline Business Architecture (high-level)
Baseline Data Architecture (high-level)
Baseline Application Architecture (high-level)
Baseline Technology Architecture (high-level)
Target Business Architecture (high-level)
Target Data Architecture (high-level)
Target Application Architecture (high-level)
Target Technology Architecture (high-level)
Statement of Architecture Work, updated if
necessary
Validated business principles, business goals, and
business drivers
Elaborated Business Architecture principles
Draft Architecture Definition Document containing
content updates:
Baseline Business Architecture (detailed), if
appropriate
Target Business Architecture (detailed)
Views corresponding to selected viewpoints
addressing key stakeholder concerns
Draft Architecture Requirements Specification
including content updates:
Gap analysis results
Technical requirements
Updated business requirements
Business Architecture components of an
Architecture Roadmap
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2.3.4 Phase C: Information Systems Architectures
Phase C is about documenting the fundamental organization of an organization‟s IT systems,
embodied in the major types of information and the application systems that process them. There
are two steps in this phase, which may be developed either sequentially or concurrently:
Data Architecture
Application Architecture
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2.3.4.1 Data Architecture
Objectives
Steps
Develop the Target Data Architecture that enables
the Business Architecture and the Architecture
Vision, while addressing the Request for
Architecture Work and stakeholder concerns
Identify candidate Architecture Roadmap
components based upon gaps between the Baseline
and Target Data Architectures
Select reference models, viewpoints, and tools
Develop Baseline Data Architecture Description
Develop Target Data Architecture Description
Perform gap analysis
Define candidate roadmap components
Resolve impacts across the Architecture Landscape
Conduct formal stakeholder review
Finalize the Data Architecture
Create Architecture Definition Document
Inputs
Outputs
Request for Architecture Work
Capability Assessment
Communications Plan
Organization model for enterprise architecture
Tailored Architecture Framework
Data principles
Statement of Architecture Work
Architecture Vision
Architecture Repository
Draft Architecture Definition Document,
containing:
Baseline Business Architecture (detailed)
Target Business Architecture (detailed)
Baseline Data Architecture (high-level)
Target Data Architecture (high-level)
Baseline Application Architecture (detailed or
vision)
Target Application Architecture (detailed or
vision)
Baseline Technology Architecture (high-level)
Target Technology Architecture (high-level)
Draft Architecture Requirements Specification,
including:
Gap analysis results
Relevant technical requirements
Business Architecture components of an
Architecture Roadmap
Statement of Architecture Work, updated if
necessary
Validated data principles, or new data principles
Draft Architecture Definition Document,
containing content updates:
Baseline Data Architecture
Target Data Architecture
Data Architecture views corresponding to the
selected viewpoints, addressing key
stakeholder concerns
Draft Architecture Requirements Specification,
including content updates:
Gap analysis results
Data interoperability requirements
Relevant technical requirements that will
apply to this evolution of the architecture
development cycle
Constraints on the Technology Architecture
Updated business requirements
Updated application requirements
Data Architecture components of an Architecture
Roadmap
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2.3.4.2 Application Architecture
Objectives
Steps
Develop the Target Application Architecture that
enables the Business Architecture and the
Architecture Vision, while addressing the Request
for Architecture Work and stakeholder concerns
Identify candidate Architecture Roadmap
components based upon gaps between the Baseline
and Target Application Architectures
Select reference models, viewpoints, and tools
Develop Baseline Application Architecture
Description
Develop Target Application Architecture
Description
Perform gap analysis
Define candidate roadmap components
Resolve impacts across the Architecture Landscape
Conduct formal stakeholder review
Finalize the Application Architecture
Create Architecture Definition Document
Inputs
Outputs
Request for Architecture Work
Capability Assessment
Communications Plan
Organization model for enterprise architecture
Tailored Architecture Framework
Application principles
Statement of Architecture Work
Architecture Vision
Architecture Repository
Draft Architecture Definition Document, containing:
Baseline Business Architecture (detailed)
Target Business Architecture (detailed)
Baseline Data Architecture (detailed or high-
level)
Target Data Architecture (detailed or high-
level)
Baseline Application Architecture (high-level)
Target Application Architecture (high-level)
Baseline Technology Architecture (high-level)
Target Technology Architecture (high-level)
Draft Architecture Requirements Specification,
including:
Gap analysis results
Relevant technical requirements
Business and Data Architecture components of an
Architecture Roadmap
Statement of Architecture Work, updated if
necessary
Validated application principles, or new application
principles
Draft Architecture Definition Document,
containing content updates:
Baseline Application Architecture
Target Application Architecture
Application Architecture views corresponding
to the selected viewpoints, addressing key
stakeholder concerns
Draft Architecture Requirements Specification,
including content updates:
Gap analysis results
Application interoperability requirements
Relevant technical requirements that will
apply to this evolution of the architecture
development cycle
Constraints on the Technology Architecture
Updated business requirements
Updated data requirements
Application Architecture components of an
Architecture Roadmap
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2.3.5 Phase D: Technology Architecture
Phase D is about documenting the fundamental organization of the IT systems, embodied in the
hardware, software, and communications technology.
Objectives
Steps
Develop the Target Technology Architecture that
enables the logical and physical application and data
components and the Architecture Vision, addressing
the Request for Architecture Work and stakeholder
concerns
Identify candidate Architecture Roadmap
components based upon gaps between the Baseline
and Target Technology Architectures
Select reference models, viewpoints, and tools
Develop Baseline Technology Architecture
Description
Develop Target Technology Architecture
Description
Perform gap analysis
Define candidate roadmap components
Resolve impacts across the Architecture Landscape
Conduct formal stakeholder review
Finalize the Technology Architecture
Create Architecture Definition Document
Inputs
Outputs
Request for Architecture Work
Capability Assessment
Communications Plan
Organization model for enterprise architecture
Tailored Architecture Framework
Technology principles
Statement of Architecture Work
Architecture Vision
Architecture Repository
Draft Architecture Definition Document,
containing:
Baseline Business Architecture (detailed)
Target Business Architecture (detailed)
Baseline Data Architecture (detailed)
Target Data Architecture (detailed)
Baseline Application Architecture (detailed)
Target Application Architecture (detailed)
Baseline Technology Architecture (high-level)
Target Technology Architecture (high-level)
Draft Architecture Requirements Specification,
including:
Gap analysis results
Relevant technical requirements
Business, Data, and Application Architecture
components of an Architecture Roadmap
Statement of Architecture Work, updated if
necessary
Validated technology principles or new technology
principles (if generated here)
Draft Architecture Definition Document,
containing content updates:
Baseline Technology Architecture
Target Technology Architecture
Technology Architecture views
corresponding to the selected viewpoints,
addressing key stakeholder concerns
Draft Architecture Requirements Specification,
including content updates:
Gap analysis report
Requirements output from Phases B and C
Updated technology requirements
Technology Architecture components of an
Architecture Roadmap
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2.3.6 Phase E: Opportunities and Solutions
Phase E is the first phase which is directly concerned with implementation. It describes the
process of identifying delivery vehicles (projects, programs, or portfolios) that deliver the Target
Architecture identified in previous phases.
Objectives
Steps
Generate the initial complete version of the
Architecture Roadmap, based upon the gap analysis
and candidate Architecture Roadmap components
from Phases B, C, and D
Determine whether an incremental approach is
required, and if so identify Transition Architectures
that will deliver continuous business value
Determine/confirm key corporate change attributes
Determine business constraints for implementation
Review and consolidate gap analysis results from
Phases B to D
Review consolidated requirements across related
business functions
Consolidate and reconcile interoperability
requirements
Refine and validate dependencies
Confirm readiness and risk for business
transformation
Formulate Implementation and Migration Strategy
Identify and group major work packages
Identify Transition Architectures
Create Architecture Roadmap & Implementation
and Migration Plan
Inputs
Outputs
Product Information
Request for Architecture Work
Capability Assessment
Communications Plan
Planning Methodologies
Governance Models and Frameworks
Tailored Architecture Framework
Statement of Architecture Work
Architecture Vision
Architecture Repository
Draft Architecture Definition Document
Draft Architecture Requirements Specification
Change Requests for existing programs and projects
Candidate Architecture Roadmap components from
Phases B, C, and D
Statement of Architecture Work, updated if
necessary
Architecture Vision, updated if necessary
Draft Architecture Definition Document, including:
Transition Architecture, number and scope, if
any
Draft Architecture Requirements Specification,
updated if necessary
Capability Assessment, including:
Business Capability
IT Capability
Architecture Roadmap, including:
Work package portfolio
Identification of Transition Architectures, if
any
Implementation recommendations
Implementation and Migration Plan (outline),
including:
Implementation and Migration Strategy
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2.3.7 Phase F: Migration Planning
Phase F addresses migration planning; that is, how to move from the Baseline to the Target
Architectures by finalizing a detailed Implementation and Migration Plan.
Objectives
Steps
Finalize the Architecture Roadmap and the
supporting Implementation and Migration Plan
Ensure that the Implementation and Migration Plan
is coordinated with the enterprise's approach to
managing and implementing change in the
enterprise's overall change portfolio
Ensure that the business value and cost of work
packages and Transition Architectures is understood
by key stakeholders
Confirm management framework interactions for
the Implementation and Migration Plan
Assign a business value to each work package
Estimate resource requirements, project timings,
and availability/delivery vehicle
Prioritize the migration projects through the
conduct of a cost/benefit assessment and risk
validation
Confirm Architecture Roadmap and update
Architecture Definition Document
Complete the Implementation and Migration Plan
Complete the development cycle and document
lessons learned
Inputs
Outputs
Request for Architecture Work
Communications Plan
Organization model for enterprise architecture
Governance Models and Frameworks
Tailored Architecture Framework
Statement of Architecture Work
Architecture Vision
Architecture Repository
Draft Architecture Definition Document, including:
Transition Architectures, if any
Draft Architecture Requirements Specification
Change Requests for existing programs and projects
Architecture Roadmap
Capability Assessment, including:
Business Capability
IT Capability
Implementation and Migration Plan (outline),
including:
High-level Implementation and Migration
Strategy
Implementation and Migration Plan (detailed),
including:
Implementation and Migration Strategy
Project and portfolio breakdown of the
implementation
Project charters (optional)
Finalized Architecture Definition Document,
including:
Finalized Transition Architectures, if any
Finalized Architecture Requirements Specification
Finalized Architecture Roadmap
Re-Usable Architecture Building Blocks
Requests for Architecture Work for the architecture
aspects of implementation projects (if any)
Architecture Contracts for implementation projects
Implementation Governance Model
Change Requests for the Architecture Capability
arising from lessons learned
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2.3.8 Phase G: Implementation Governance
Phase G defines how the architecture constrains the implementation projects, monitors it while
building it, and produces a signed Architecture Contract.
Objectives
Steps
Ensure conformance with the Target Architecture by
implementation projects
Perform appropriate Architecture Governance
functions for the solution and any implementation-
driven architecture Change Requests
Confirm scope and priorities for deployment with
development management
Identify deployment resources and skills
Guide development of solutions deployment
Perform enterprise architecture compliance reviews
Implement business and IT operations
Perform post-implementation review and close the
implementation
Inputs
Outputs
Request for Architecture Work
Capability Assessment
Organization model for enterprise architecture
Tailored Architecture Framework
Statement of Architecture Work
Architecture Vision
Architecture Repository
Architecture Definition Document
Architecture Requirements Specification
Architecture Roadmap
Implementation Governance Model
Architecture Contract
Request for Architecture Work identified in Phases
E and F
Implementation and Migration Plan
Architecture Contract (signed)
Compliance Assessments
Change Requests
Impact Analysis – Implementation
Recommendations
Architecture-compliant solutions deployed,
including:
The architecture-compliant implemented
system
Populated Architecture Repository
Architecture compliance recommendations
and dispensations
Recommendations on service delivery
requirements
Recommendations on performance metrics
Service Level Agreements (SLAs)
Architecture Vision, updated post-
implementation
Architecture Definition Document, updated
post-implementation
Business and IT operating models for the
implemented solution
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2.3.9 Phase H: Architecture Change Management
Phase H ensures that changes to the architecture are managed in a controlled manner.
Objectives
Steps
Ensure that the architecture lifecycle is maintained
Ensure that the Architecture Governance
Framework is executed
Ensure that the enterprise Architecture Capability
meets current requirements
Establish value realization process
Deploy monitoring tools
Manage risks
Provide analysis for architecture change
management
Develop change requirements to meet performance
targets
Manage governance process
Activate the process to implement change
Inputs
Outputs
Request for Architecture Work
Organization model for enterprise architecture
Tailored Architecture Framework
Statement of Architecture Work
Architecture Vision
Architecture Repository
Architecture Definition document
Architecture Requirements Specification
Architecture Roadmap
Change Requests due to technology changes
Change Requests due to business changes
Change Requests from lessons learned
Implementation Governance Model
Architecture Contract (signed)
Compliance Assessments
Implementation and Migration Plan
Architecture updates
Changes to architecture framework and principles
New Request for Architecture Work, to initiate
another cycle of the ADM
Statement of Architecture Work, updated if
necessary
Architecture Contract, updated if necessary
Compliance Assessments, updated if necessary
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2.3.10 Requirements Management
The process of managing architecture requirements applies to all phases of the ADM cycle. The
Requirements Management process is a dynamic process, which addresses the identification of
requirements for the enterprise, storing them, and then feeding them in and out of the relevant
ADM phases. As shown in Figure 2, this process is central to driving the ADM process.
The ability to deal with changes in the requirements is crucial to the ADM process, since
architecture by its very nature deals with uncertainty and change, bridging the divide between
the aspirations of the stakeholders and what can be delivered as a practical solution.
Objectives
Steps
Ensure that the Requirements Management process
is sustained and operates for all relevant ADM
phases
Manage architecture requirements identified during
any execution of the ADM cycle or a phase
Ensure that relevant architecture requirements are
available for use by each phase as the phase is
executed
Identify/document requirements
Baseline requirements
Monitor baseline requirements
Identify changed requirements; remove, add,
modify, and re-assess priorities
Identify changed requirements and record
priorities; identify and resolve conflicts; generate
requirements impact statements
Assess impact of changed requirements on current
and previous ADM phases
Implement requirements arising from Phase H
Update the requirements repository
Implement change in the current phase
Assess and revise gap analysis for past phases
Inputs
Outputs
The inputs to the Requirements Management
process are the requirements-related outputs from
each ADM phase.
The first high-level requirements are produced as
part of the Architecture Vision.
Each architecture domain then generates detailed
requirements. Deliverables in later ADM phases
contain mappings to new types of requirements (for
example, conformance requirements).
Changed requirements
Requirements Impact Assessment, which identifies
the phases of the ADM that need to be revisited to
address any changes. The final version must
include the full implications of the requirements
(e.g., costs, timescales, and business metrics).
2.4 Scoping the Architecture Activity
The ADM defines a recommended sequence for the various phases and steps involved in
developing an organization-wide enterprise architecture, but the ADM cannot determine scope:
this must be determined by the organization itself.
There are many reasons to constrain (or restrict) the scope of the architectural activity to be
undertaken, most of which relate to limits in:
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The organizational authority of the team producing the architecture
The objectives and stakeholder concerns to be addressed within the architecture
The availability of people, finance, and other resources
The scope chosen for the architecture activity should ideally allow the work of all architects
within the enterprise to be effectively governed and integrated. This requires a set of aligned
“architecture partitions” that ensure architects are not working on duplicate or conflicting
activities. It also requires the definition of re-use and compliance relationships between
architecture partitions. The division of the enterprise and its architecture-related activity is
addressed in TOGAF, Part III: ADM Guidelines and Techniques (see Chapter 4).
Table 4 shows the four dimensions in which the scope may be defined and limited.
Table 4: Dimensions for Limiting the Scope of the Architecture Activity
Dimension
Considerations
Breadth
What is the full extent of the enterprise, and what part of that extent should the
architecting effort deal with?
Many enterprises are very large, effectively comprising a federation of organizational
units that could be considered enterprises in their own right.
The modern enterprise increasingly extends beyond its traditional boundaries, to embrace
a fuzzy combination of traditional business enterprise combined with suppliers,
customers, and partners.
Depth
To what level of detail should the architecting effort go? How much architecture is
“enough”? What is the appropriate demarcation between the architecture effort and other,
related activities (system design, system engineering, system development)?
Time Period
What is the time period that needs to be articulated for the Architecture Vision, and does
it make sense (in terms of practicality and resources) for the same period to be covered in
the detailed architecture description? If not, how many Transition Architectures are to be
defined, and what are their time periods?
Architecture
Domains
A complete enterprise architecture description should contain all four architecture
domains (Business, Data, Application, Technology), but the realities of resource and
time constraints often mean there is not enough time, funding, or resources to build a
top-down, all-inclusive architecture description encompassing all four architecture
domains, even if the enterprise scope is chosen to be less than the full extent of the
overall enterprise.
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Chapter 3 Key Techniques and
Deliverables of the ADM Cycle
This chapter will help you to understand the key techniques and deliverables of the ADM cycle.
Table 5 gives a roadmap to this chapter by the ADM phase in which the techniques and
deliverables are used. For each point, key facts are presented.
Table 5: Roadmap to Chapter 3
ADM Phase
Reference(s)
Preliminary Phase
Section 3.1, Tailored Architecture Framework
Section 3.2, Organizational Model for Enterprise Architecture
Section 3.3, Architecture Principles
Section 3.4, Business Principles, Business Goals, and Business Drivers
Section 3.5, Architecture Repository
Section 3.6, Architecture Tools
Section 3.7, Request for Architecture Work
Phase A:
Architecture Vision
Section 3.8, Statement of Architecture Work
Section 3.9, Architecture Vision
Section 3.10, Stakeholder Management
Section 3.11, Communications Plan
Section 3.12, Business Transformation Readiness Assessment
Section 3.13, Capability Assessment
Section 3.14, Risk Management
Section 3.15, Architecture Definition Document
Section 3.20, Architecture Viewpoints
Section 3.21, Architecture Views
Phase B:
Business Architecture
Section 3.14, Risk Management
Section 3.15, Architecture Definition Document
Section 3.16, Architecture Requirements Specification
Section 3.17, Architecture Roadmap
Section 3.18, Business Scenarios
Section 3.19, Gap Analysis
Section 3.20, Architecture Viewpoints
Section 3.21, Architecture Views
Section 3.22, Architecture Building Blocks
Section 3.23, Solution Building Blocks
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ADM Phase
Reference(s)
Phase C:
Information Systems
Architectures
Section 3.15, Architecture Definition Document
Section 3.16, Architecture Requirements Specification
Section 3.17, Architecture Roadmap
Section 3.19, Gap Analysis
Section 3.20, Architecture Viewpoints
Section 3.21, Architecture Views
Section 3.22, Architecture Building Blocks
Section 3.23, Solution Building Blocks
Phase D:
Technology Architecture
Section 3.15, Architecture Definition Document
Section 3.16, Architecture Requirements Specification
Section 3.17, Architecture Roadmap
Section 3.19, Gap Analysis
Section 3.20, Architecture Viewpoints
Section 3.21, Architecture Views
Section 3.22, Architecture Building Blocks
Section 3.23, Solution Building Blocks
Phase E:
Opportunities and Solutions
Section 3.15, Architecture Definition Document
Section 3.19, Gap Analysis
Section 3.22, Architecture Building Blocks
Section 3.23, Solution Building Blocks
Section 3.24, Capability-Based Planning
Section 3.25, Migration Planning Techniques
Section 3.26, Implementation and Migration Plan
Section 3.27, Transition Architecture
Section 3.28, Implementation Governance Model
Phase F:
Migration Planning
Section 3.24, Capability-Based Planning
Section 3.25, Migration Planning Techniques
Section 3.26, Implementation and Migration Plan
Section 3.27, Transition Architecture
Section 3.28, Implementation Governance Model
Phase G:
Implementation Governance
Section 3.28, Implementation Governance Model
Section 3.29, Architecture Contracts
Section 3.30, Change Request
Section 3.31, Compliance Assessment
Phase H:
Architecture Change
Management
Section 3.28, Implementation Governance Model
Section 3.29, Architecture Contracts
Section 3.31, Compliance Assessment
Section 3.32, Requirements Impact Assessment
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3.1 Tailored Architecture Framework
Selecting and tailoring a framework is the practical starting point for an architecture project.
Building on TOGAF has a number of advantages over creating a framework from scratch:
It avoids the initial panic when the scale of the task becomes apparent.
Use of TOGAF is systematic – “codified common sense”.
TOGAF captures what others have found to work in real life.
TOGAF has a baseline set of resources to re-use.
TOGAF defines two reference architectures in the Enterprise Continuum.
However, before TOGAF can be effectively used within an architecture project, tailoring at a
number of levels is necessary and should occur in the Preliminary phase.
Firstly, it is necessary to tailor the TOGAF model for integration into the enterprise. This
tailoring will include integration with project and process management frameworks,
customization of terminology, development of presentational styles, selection, configuration, and
deployment of architecture tools, etc. The formality and detail of any frameworks adopted
should also align with other contextual factors for the enterprise, such as culture, stakeholders,
commercial models for enterprise architecture, and the existing level of architecture capability.
Once the framework has been tailored to the enterprise, further tailoring is necessary in order to
tailor the framework for the specific architecture project. Tailoring at this level will select
appropriate deliverables and artifacts to meet project and stakeholder needs.
The following contents are typical within a Tailored Architecture Framework:
Tailored architecture method
Tailored architecture content (deliverables and artifacts)
Configured and deployed tools
Interfaces with governance models and other frameworks:
Corporate Business Planning
Enterprise Architecture
Portfolio, Program, Project Management
System Development/Engineering
Operations (Services)
3.2 Organizational Model for Enterprise Architecture
An important deliverable produced in the Preliminary phase is the Organizational Model for
Enterprise Architecture.
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In order for an architecture framework to be used successfully, it must be supported by the
correct organization, roles, and responsibilities within the enterprise. Of particular importance is
the definition of boundaries between different enterprise architecture practitioners and the
governance relationships that span across these boundaries.
Typical contents of an Organizational Model for Enterprise Architecture are:
Scope of organizations impacted
Maturity assessment, gaps, and resolution approach
Roles and responsibilities for architecture team(s)
Constraints on architecture work
Budget requirements
Governance and support strategy
3.3 Architecture Principles
This set of documentation is an initial output of the Preliminary phase. It is the set of general
rules and guidelines for the architecture being developed. See TOGAF, Part III, Architecture
Principles for guidelines and a detailed set of generic architecture principles. The suggested
contents of this document are business principles, data principles, application principles, and
technology principles.
3.3.1 Developing Architecture Principles
Architecture principles are typically developed by the enterprise architects, in conjunction with
the key stakeholders, and are approved by the Architecture Board.
The following typically influences the development of architecture principles:
Enterprise mission and plans: The mission, plans, and organizational infrastructure of the
enterprise.
Enterprise strategic initiatives: The characteristics of the enterprise – its strengths,
weaknesses, opportunities, and threats – and its current enterprise-wide initiatives (such as
process improvement and quality management).
External constraints: Market factors (time-to-market imperatives, customer expectations,
etc.); existing and potential legislation.
Current systems and technology: The set of information resources deployed within the
enterprise, including systems documentation, equipment inventories, network configuration
diagrams, policies, and procedures.
Computer industry trends: Predictions about the usage, availability, and cost of computer
and communication technologies, taken from credible sources along with associated best
practices presently in use.
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3.3.2 Defining Architecture Principles
Depending on the organization, principles may be established within different domains and at
different levels. Two key domains inform the development and utilization of architecture:
Enterprise principles provide a basis for decision-making throughout an enterprise and
dictate how the organization fulfills its mission. Such principles are commonly used as a
means of harmonizing decision-making. They are a key element in a successful architecture
governance strategy. Within the broad domain of enterprise principles, it is common to have
subsidiary principles within a business or organizational unit; for example IT, HR, domestic
operations, or overseas operations.
Architecture principles are a set of principles that relate to architecture work. They reflect
consensus across the enterprise, and embody the spirit of the enterprise architecture.
Architecture principles govern the architecture process, affecting the development,
maintenance, and use of the enterprise architecture.
TOGAF defines a standard way of describing principles. In addition to a definition statement,
each principle should have associated rationale and implications statements, both to promote
understanding and acceptance of the principles themselves, and to support the use of the
principles in explaining and justifying why specific decisions are made.
Table 6: TOGAF Template for Defining Principles
Name
Should both represent the essence of the rule as well as be easy to remember. Specific
technology platforms should not be mentioned in the name or statement of a principle.
Avoid ambiguous words in the name and in the statement such as: “support”, “open”,
“consider”, and for lack of good measure the word “avoid”, itself, be careful with
“manage(ment)”, and look for unnecessary adjectives and adverbs (fluff).
Statement
Should succinctly and unambiguously communicate the fundamental rule. For the most
part, the principles statements for managing information are similar among
organizations. It is vital that the principles statement be unambiguous.
Rationale
Should highlight the business benefits of adhering to the principle, using business
terminology. Point to the similarity of information and technology principles to the
principles governing business operations. Also describe the relationship to other
principles, and the intentions regarding a balanced interpretation. Describe situations
where one principle would be given precedence or carry more weight than another for
making a decision.
Implications
Should highlight the requirements, both for the business and IT, for carrying out the
principle – in terms of resources, costs, and activities/tasks. It will often be apparent that
current systems, standards, or practices would be incongruent with the principle upon
adoption. The impact on the business and consequences of adopting a principle should
be clearly stated. The reader should readily discern the answer to: “How does this affect
me?” It is important not to oversimplify, trivialize, or judge the merit of the impact.
Some of the implications will be identified as potential impacts only, and may be
speculative rather than fully analyzed.
3.3.3 Qualities of Principles
There are five criteria that distinguish a good set of principles, as shown in Table 7.
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Table 7: Recommended Criteria for Quality Principles
Criteria
Description
Understandability
The underlying tenets of a principle can be quickly grasped and understood by
individuals throughout the organization. The intention of the principle is clear and
unambiguous, so that violations, whether intentional or not, are minimized.
Robustness
Principles should enable good quality decisions about architectures and plans to
be made, and enforceable policies and standards to be created. Each principle
should be sufficiently definitive and precise to support consistent decision-making
in complex, potentially controversial situations.
Completeness
Every potentially important principle governing the management of information
and technology for the organization is defined. The principles cover every
situation perceived.
Consistency
Strict adherence to one principle may require a loose interpretation of another
principle. The set of principles must be expressed in a way that allows a balance
of interpretations. Principles should not be contradictory to the point where
adhering to one principle would violate the spirit of another. Every word in a
principle statement should be carefully chosen to allow consistent yet flexible
interpretation.
Stability
Principles should be enduring, yet able to accommodate changes. An amendment
process should be established for adding, removing, or altering principles after
they are ratified initially.
3.3.4 Applying Architecture Principles
Architecture principles are used to capture the fundamental truths about how the enterprise will
use and deploy IT resources and assets. The principles are used in a number of different ways:
1. To provide a framework within which the enterprise can start to make conscious decisions
about enterprise architecture and projects that implement the target enterprise architecture
2. As a guide to establishing relevant evaluation criteria, thus exerting strong influence on the
selection of products, solutions or solution architectures in the later stages of managing
compliance to the enterprise architecture
3. As drivers for defining the functional requirements of the architecture
4. As an input to assessing both existing implementations and the future strategic portfolio, for
compliance with the defined architectures; these assessments will provide valuable insights
into the transition activities needed to implement an architecture, in support of business
goals and priorities
5. The Rationale statements highlight the value of the architecture to the enterprise, and
therefore provide a basis for justifying architecture activities
6. The Implications statements provide an outline of the key tasks, resources, and potential
costs to the enterprise of following the principle; they also provide valuable inputs to future
transition initiatives and planning activities
7. To support the architecture governance activities in terms of:
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Providing a “back-stop” for the standard Architecture Compliance assessments where
some interpretation is allowed or required
Supporting a decision to initiate a dispensation request where the implications of a
particular architecture amendment cannot be resolved within local operating procedure
Principles are inter-related, and need to be applied as a set. Principles will sometimes compete;
for example, the principles of “accessibility” and “security”. Each principle must be considered
in the context of “all other things being equal”. At times a decision will be required as to which
principle will take precedence on a particular issue. The rationale for such decisions should
always be documented. The fact that a principle seems self-evident does not mean that the
principle is actually observed in an organization, even when there are verbal acknowledgements
of the principle. Although specific penalties are not prescribed in a declaration of principles,
violations of principles generally cause operational problems and inhibit the ability of the
organization to fulfill its mission.
3.4 Business Principles, Business Goals, and Business Drivers
A statement of the business principles, goals, and drivers has usually been defined elsewhere in
the enterprise prior to the architecture activity. They are restated as an output of the Preliminary
phase and reviewed again as a part of Phase A: Architecture Vision. The activity in Phase A is to
ensure that the current definitions are correct and clear. TOGAF, Part III: ADM Guidelines and
Techniques contains an example set of nine business principles that are a useful starting point.
There is no defined content for this deliverable as its content and structure is likely to vary
considerably from one organization to the next.
3.5 Architecture Repository
The Architecture Repository acts as a holding area for all architecture-related projects within the
enterprise. The repository allows projects to manage their deliverables, locate re-usable assets,
and publish outputs to stakeholders and other interested parties.
See Section 6.2 for a description of the content of an Architecture Repository. The following
contents are typical within an Architecture Repository:
Architecture Framework
Standards Information Base
Architecture Landscape
Reference Architectures
Governance Log
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3.6 Architecture Tools
As part of the Preliminary phase, the architect should select and implement tools to support the
architecture activity. TOGAF does not require or recommend any specific tool. TOGAF
provides a brief commentary on issues in tools standardization in TOGAF, Part V, Chapter 42.
3.7 Request for Architecture Work
This is a document that is sent from the sponsoring organization to the architecture organization
to trigger the start of an architecture development cycle. It is produced with the assistance of the
architecture organization as an output of the Preliminary Phase. Requests for Architecture Work
will also be created as a result of approved architecture Change Requests, or terms of reference
for architecture work originating from migration planning.
In general, all the information in this document should be at a high level. The suggested contents
of this document are as follows:
Organization sponsors
Organization's mission statement
Business goals (and changes)
Strategic plans of the business
Time limits
Changes in the business environment
Organizational constraints
Budget information, financial constraints
External constraints, business constraints
Current business system description
Current architecture/IT system description
Description of developing organization
Description of resources available to developing organization
3.8 Statement of Architecture Work
The Statement of Architecture Work is created as a deliverable of Phase A, and is effectively a
contract between the architecting organization and the sponsor of the architecture project. This
document is a response to the Request for Architecture Work input document (see Section 3.6).
It should describe an overall plan to address the request for work and propose how solutions to
the problems that have been identified will be addressed through the architecture process.
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The suggested contents of this document are as follows:
Title
Architecture project request and background
Architecture project description and scope
Overview of Architecture Vision
Specific change of scope procedures
Roles, responsibilities, and deliverables
Acceptance criteria and procedures
Architecture project plan and schedule
Approvals
3.9 Architecture Vision
The Architecture Vision is created in Phase A and provides a high-level summary of the changes
to the enterprise that will follow from successful deployment of the Target Architecture. The
purpose of the vision is to agree at the outset what the desired outcome should be for the
architecture, so that architects can then focus on the detail necessary to validate feasibility.
Providing an Architecture Vision also supports stakeholder communication by providing a
summary version of the full Architecture Definition.
Business scenarios are an appropriate and important technique that can be used as part of the
process in developing an Architecture Vision document.
The suggested contents are as follows:
Problem description:
Stakeholders and their concerns
List of issues/scenarios to be addressed
Objective of the Statement of Architecture Work
Summary views necessary for the Request for Architecture Work and the high-level
Business, Application, Data, and Technology Architectures
Mapped requirements
Reference to Draft Architecture Definition Document
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3.10 Stakeholder Management
Stakeholder management is an important discipline that successful architects can use to win
support from others. It helps them ensure that their projects succeed where others fail. The
technique should be used during Phase A to identify the key players in the engagement, and also
be updated throughout each phase. The output of this process forms the start of the
Communications Plan (see Section 3.11).
The benefits of successful stakeholder management are that:
The most powerful stakeholders can be identified early and their input can then be used to
shape the architecture; this ensures their support and improves the quality of the models
produced.
Support from the more powerful stakeholders will help the engagement win more
resource[s]; thus making the architecture engagement more likely to succeed.
By communicating with stakeholders early and frequently, the architecture team can ensure
that they fully understand the architecture process, and the benefits of enterprise
architecture; this means they can support the architecture team more actively when
necessary.
The architecture team can more effectively anticipate likely reactions to the architecture
models and reports, and can build into the plan the actions that will be needed to capitalize
on positive reaction whilst avoiding or addressing any negative reactions.
The architecture team can identify conflicting or competing objectives among stakeholders
early and develop a strategy to resolve the issues arising from them.
3.10.1 Steps in the Stakeholder Management Process
Step 1: Identify Stakeholders
The first task is to determine who the main enterprise architecture stakeholders are.
A sample stakeholder analysis that distinguishes 22 types of stakeholder, in five broad
categories, is shown in Figure 3.
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Figure 3: Categories of Stakeholder
Step 2: Classify Stakeholder Positions
Develop a good understanding of the most important stakeholders and record this analysis (as
shown in the example in Table 8) for reference and refresh during the project.
Table 8: Example Stakeholder Analysis
Stake-
holder
Group
Stake-
holder
Ability
to Disrupt
the Change
Current
Under-
standing
Required
Under-
standing
Current
Commit-
ment
Required
Commit-
ment
Required
Support
CIO
John Smith
H
M
H
L
M
H
CFO
Jeff Brown
M
M
M
L
M
M
Step 3: Determine Stakeholder Management Approach
This step enables the team to easily see which stakeholders are expected to be blockers or critics,
and which stakeholders are likely to be advocates and supporters of the initiative.
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Work out stakeholder power, influence, and interest, so as to focus the enterprise architecture
engagement on the key individuals. These can be mapped onto a power/interest matrix, which
also indicates the strategy you need to adopt for engaging with them.
Figure 4 shows an example power grid matrix.
Figure 4: Power Grid
Step 4: Tailor Engagement Deliverables
Identify catalogs, matrices, and diagrams that the architecture engagement needs to produce and
validate with each stakeholder group to deliver an effective architecture model.
It is important to pay particular attention to stakeholder interests by defining specific catalogs,
matrices, and diagrams that are relevant for a particular enterprise architecture model. This
enables the architecture to be communicated to, and understood by, all the stakeholders, and
enables them to verify that the enterprise architecture initiative will address their concerns.
3.11 Communications Plan
Enterprise architectures contain large volumes of complex and inter-dependent information.
Effective communication of targeted information to the right stakeholders at the right time is a
critical success factor for enterprise architecture. Development of a Communications Plan for
architecture in Phase A allows for this communication to be carried out within a planned and
managed process.
Typical contents of a Communications Plan are:
Identification of stakeholders and grouping by communication requirements
Identification of communication needs, key messages in relation to the Architecture Vision,
communication risks, and Critical Success Factors (CSFs)
Identification of mechanisms that will be used to communicate with stakeholders and allow
access to architecture information, such as meetings, newsletters, repositories, etc.
Identification of a communications timetable, showing which communications will occur
with which stakeholder groups at what time and in what location
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3.12 Business Transformation Readiness Assessment
The technique known as Business Transformation Readiness Assessment is carried out in Phase
A and is used for evaluating and quantifying an organization's readiness to undergo change.
Understanding the readiness of the organization to accept change, identifying the issues, and
then dealing with them is a key part of successful architecture transformation. This assessment is
recommended to be a joint effort between corporate staff, lines of business, and IT planners.
The recommended activities are:
Determine the readiness factors that will impact the organization
Present the readiness factors using maturity models
Assess the risks for each readiness factor and identify improvement actions to mitigate the
risk
Document the findings into the Capability Assessment (see Section 3.13), and later incorporate
the actions into the Implementation and Migration Plan.
3.13 Capability Assessment
Before embarking upon a detailed Architecture Definition, it is valuable to understand the
baseline and target capability level of the enterprise. This Capability Assessment is first carried
out in Phase A, and updated in Phase E. It can be examined on several levels:
What is the capability level of the enterprise as a whole? Where does the enterprise wish to
increase or optimize capability? What are the architectural focus areas that will support the
desired development of the enterprise?
What is the capability or maturity level of the IT function within the enterprise? What are
the likely implications of conducting the architecture project in terms or design governance,
operational governance, skills, and organization structure? What is an appropriate style,
level of formality, and amount of detail for the architecture project to fit with the culture
and capability of the IT organization?
What is the capability and maturity of the architecture function within the enterprise? What
architectural assets are currently in existence? Are they maintained and accurate? What
standards and reference models need to be considered? Are there likely to be opportunities
to create re-usable assets during the architecture project?
Where capability gaps exist, to what extent is the business ready to transform in order to
reach the target capability? What are the risks to transformation, cultural barriers, and other
considerations to be addressed beyond the basic capability gap?
The following contents are typical within a Capability Assessment deliverable:
Business Capability Assessment, including:
Capabilities of the business
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Baseline state assessment of the performance level of each capability
Future state aspiration for the performance level of each capability
Baseline state assessment of how each capability is realized
Future state aspiration for how each capability should be realized
Assessment of likely impacts to the business organization resulting from the successful
deployment of the Target Architecture
IT Capability Assessment, including:
Baseline and target maturity level of change process
Baseline and target maturity level of operational processes
Baseline capability and capacity assessment
Assessment of likely impacts to the IT organization resulting from the successful
deployment of the Target Architecture
Architecture Maturity Assessment, including:
Architecture governance processes, organization, roles, and responsibilities
Architecture skills assessment
Breadth, depth, and quality of landscape definition within the Architecture Repository
Breadth, depth, and quality of standards definition within the Architecture Repository
Breadth, depth, and quality of reference model definition within the Architecture
Repository
Assessment of re-use potential
Business Transformation Readiness Assessment, including:
Readiness factors
Vision for each readiness factor
Current and target readiness ratings
Readiness risks
3.14 Risk Management
Identification of business transformation risks and mitigation activities is first determined in
Phase A. Risk management, documented in TOGAF, Part III, Chapter 31, is a technique used to
mitigate risk when implementing an architecture project. It includes a process for managing risk
consisting of the following activities:
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Risk classification
Risk identification
Initial risk assessment
Risk mitigation and residual risk assessment
Risk monitoring
It is recommended that risk mitigation activities be included within the Statement of
Architecture Work.
3.15 Architecture Definition Document
The Architecture Definition Document is the deliverable container for the core architectural
artifacts created during a project and for important related information. The Architecture
Definition Document spans all architecture domains (Business, Data, Application, and
Technology) and also examines all relevant states of the architecture (baseline, transition, and
target).
It is first created in Phase A, where it is populated with artifacts created to support the
Architecture Vision. It is updated in Phase B, with Business Architecture-related material, and
subsequently updated with Information Systems Architecture material in Phase C, and then with
Technology Architecture material in Phase D. Where the scope of change to implement the
Target Architecture requires an incremental approach, the Architecture Definition Document
will be updated to include one or more Transition Architectures in Phase E (see Section 3.27).
The Architecture Definition Document is a companion to the Architecture Requirements
Specification, with a complementary objective:
The Architecture Definition Document provides a qualitative view of the solution and aims
to communicate the intent of the architects.
The Architecture Requirements Specification provides a quantitative view of the solution,
stating measurable criteria that must be met during the implementation of the architecture.
The following contents are typically found within an Architecture Definition Document:
Scope
Goals, objectives, and constraints
Architecture principles
Baseline Architecture
Architecture models (for each state to be modeled):
Business Architecture models
Data Architecture models
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Application Architecture models
Technology Architecture models
Rationale and justification for architectural approach
Mapping to Architecture Repository:
Mapping to Architecture Landscape
Mapping to reference models
Mapping to standards
Re-use assessment
Gap analysis
Impact assessment
Transition Architecture (see Section 3.27)
The following sections look at each of the architectures in more detail.
3.15.1 Business Architecture
The Business Architecture is developed in Phase B. The topics that should be addressed in the
Architecture Definition Document related to Business Architecture are as follows:
Baseline Business Architecture, if appropriate – this is a description of the existing Business
Architecture
Target Business Architecture, including:
Organization structure – identifying business locations and relating them to
organizational units
Business goals and objectives – for the enterprise and each organizational unit
Business functions – a detailed, recursive step involving successive decomposition of
major functional areas into sub-functions
Business services – the services that the enterprise and each enterprise unit provides to
its customers, both internally and externally
Business processes, including measures and deliverables
Business roles, including development and modification of skills requirements
Business data model
Correlation of organization and functions – relate business functions to organizational
units in the form of a matrix report
Views corresponding to the selected viewpoints addressing key stakeholder concerns
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3.15.2 Information Systems Architectures
The Information Systems Architectures are developed in Phase C. The topics that should be
addressed in the Architecture Definition Document related to the Information Systems
Architectures are as follows:
Baseline Data Architecture, if appropriate
Target Data Architecture, including:
Business data model
Logical data model
Data management process models
Data Entity/Business Function matrix
Data Architecture views corresponding to the selected viewpoints addressing key
stakeholder concerns
Baseline Application Architecture, if appropriate
Target Application Architecture, including:
Process systems model
Place systems model
Time systems model
People systems model
Application Architecture views corresponding to the selected viewpoints addressing key
stakeholder concerns
3.15.3 Technology Architecture
The Technology Architecture is developed as part of Phase D. The topics that should be
addressed in the Architecture Definition Document related to Technology Architecture are as
follows:
Baseline Technology Architecture, if appropriate
Target Technology Architecture, including:
Technology components and their relationships to information systems
Technology platforms and their decomposition, showing the combinations of
technology required to realize a particular technology “stack”
Environments and locations – a grouping of the required technology into computing
environments (e.g., development, production)
Expected processing load and distribution of load across technology components
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Physical (network) communications
Hardware and network specifications
Views corresponding to the selected viewpoints addressing key stakeholder concerns
3.16 Architecture Requirements Specification
The Architecture Requirements Specification provides a set of quantitative statements that
outline what an implementation project must do in order to comply with the architecture. An
Architecture Requirements Specification will typically form a major component of an
implementation contract or contract for more detailed architecture definition.
As mentioned above, the Architecture Requirements Specification is a companion to the
Architecture Definition Document, with a complementary objective to provide the quantitative
view.
The following contents are typical within an Architecture Requirements Specification:
Success measures
Architecture requirements
Business service contracts
Application service contracts
Implementation guidelines
Implementation specifications
Implementation standards
Interoperability requirements (see Section 3.16.4)
IT service management requirements
Constraints
Assumptions
3.16.1 Business Architecture Requirements
Business Architecture requirements populating the Architecture Requirements Specification in
Phase B include:
Gap analysis results
Technical requirements
An initial set of technical requirements should be generated as the output of Phase B
(Business Architecture). These are the drivers for the Technology Architecture work that
follows, and should identify, categorize, and prioritize the implications for work in the
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remaining architecture domains; for example, by a dependency/priority matrix (e.g., guiding
trade-off between speed of transaction processing and security); list the specific models that
are expected to be produced (e.g., expressed as primitives of the Zachman Framework).
Updated business requirements
The business scenarios technique is used to discover and document business requirements.
3.16.2 Information Systems Architectures Requirements
Information Systems Architectures requirements populating the Architecture Requirements
Specification in Phase C include:
Gap analysis results
Data interoperability requirements
Application interoperability requirements
Areas where the Business Architecture may need to change in order to comply with changes
in the Data and/or Application Architecture
Constraints on the Technology Architecture about to be designed
Updated business requirements, if appropriate
Updated application requirements, if appropriate
Updated data requirements, if appropriate
3.16.3 Technology Architecture Requirements
Technology Architecture requirements populating the Architecture Requirements Specification
in Phase D include:
Gap analysis results
Updated technology requirements
3.16.4 Interoperability Requirements
The determination of interoperability is present throughout the ADM cycle. A set of guidelines
is provided in TOGAF, Part III, Chapter 29, for defining and establishing interoperability
requirements.
3.17 Architecture Roadmap
The Architecture Roadmap lists individual work packages that will realize the Target
Architecture and lays them out on a timeline to show progression from the Baseline Architecture
to the Target Architecture. The Architecture Roadmap highlights individual work packages‟
business value at each stage. Transition Architectures necessary to effectively realize the Target
Architecture are identified as intermediate steps. The Architecture Roadmap is incrementally
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developed throughout Phases E and F, and informed by the roadmap components developed in
Phases B, C, and D.
The following contents are typically found within an Architecture Roadmap:
Work package portfolio:
Work package description (name, description, objectives, deliverables)
Functional requirements
Dependencies
Relationship to opportunity
Relationship to Architecture Definition Document and Architecture Requirements
Specification
Business Value
Implementation Factor Assessment and Deduction matrix, including:
Risks
Issues
Assumptions
Dependencies
Actions
Impact
Consolidated Gaps, Solutions, and Dependencies Matrix, including:
Architecture domain
Gap
Potential solutions
Dependencies
Transition Architectures, if any
Implementation recommendations:
Criteria/measures of effectiveness of projects
Risks and issues
Solution Building Blocks (SBBs)
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3.18 Business Scenarios
The ADM has its own method (a “method-within-a-method”) for identifying and articulating the
business requirements implied in new business functionality to address key business drivers, and
the implied architecture requirements. This process is known as “business scenarios”.
A business scenario is a description of a business problem, which enables requirements to be
viewed in relation to one another in the context of the overall problem. Without such a
description to serve as context, the business value of solving the problem is unclear, the
relevance of potential solutions is unclear, and there is a danger of the solution being based on an
inadequate set of requirements.
A key factor in the success of any other major project is the extent to which it is linked to
business requirements, and demonstrably supports and enables the enterprise to achieve its
business objectives. Business scenarios are an important technique to help identify and
understand business needs.
The technique may be used iteratively, at different levels of detail in the hierarchical
decomposition of the Business Architecture. The generic business scenario process is as follows:
Identify, document, and rank the problem that is driving the project
Document, as high-level architecture models, the business and technical environments
where the problem situation is occurring
Identify and document desired objectives; the results of handling the problems successfully
Identify human actors and their place in the business model, the human participants, and
their roles
Identify computer actors and their place in the technology model, the computing elements,
and their roles
Identify and document roles, responsibilities, and measures of success per actor, the
required scripts per actor, and the desired results of handling the situation properly
Check for fitness-for-purpose of inspiring subsequent architecture work, and refine only if
necessary
3.19 Gap Analysis
The technique known as gap analysis is widely used in the ADM to validate an architecture that
is being developed. It is usually the final step within a phase. The basic premise is to highlight a
shortfall between the Baseline Architecture and the Target Architecture; that is, items that have
been deliberately omitted, accidentally left out, or not yet defined.
The steps are as follows:
Draw up a matrix with all the Architecture Building Blocks (ABBs) of the Baseline
Architecture on the vertical axis, and all the ABBs of the Target Architecture on the
horizontal axis.
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Add to the Baseline Architecture axis a final row labeled “New ABBs”, and to the Target
Architecture axis a final column labeled “Eliminated ABBs”.
Where an ABB is available in both the Baseline and Target Architectures, record this with
“Included” at the intersecting cell.
Where an ABB from the Baseline Architecture is missing in the Target Architecture, each
must be reviewed. If it was correctly eliminated, mark it as such in the appropriate
“Eliminated” cell. If it was not, you have uncovered an accidental omission in your Target
Architecture that must be addressed by reinstating the ABB in the next iteration of the
architecture design – mark it as such in the appropriate “Eliminated” cell.
Where an ABB from the Target Architecture cannot be found in the Baseline Architecture,
mark it at the intersection with the “New” row as a gap that needs to filled, either by
developing or procuring the building block.
When the exercise is complete, anything under “Eliminated Services” or “New Services” is a
gap, which should either be explained as correctly eliminated, or marked as to be addressed by
reinstating or developing/procuring the function.
Table 9 shows examples of gaps between the Baseline Architecture and the Target Architecture;
in this case the missing elements are “broadcast services” and “shared screen services”.
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Table 9: Gap Analysis Example
Target
Architecture
Baseline
Architecture
Video
Conferencing
Services
Enhanced
Telephony
Services
Mailing List
Services
Eliminated
Services
Broadcast
Services
Intentionally
Eliminated
Video
Conferencing
Services
Included
Enhanced
Telephony
Services
Potential Match
Shared Screen
Services
Unintentionally
excluded – a gap in
Target Architecture
New
Gap: Enhanced
services to be
developed or
produced
Gap: Enhanced
services to be
developed or
produced
The gap analysis technique should be used in Phases B, C, D, and E of the ADM.
3.20 Architecture Viewpoints
The architect uses views and viewpoints in the ADM cycle during Phases A through D for
developing architectures for each domain (Business, Data, Application, and Technology). A
“view” is what you see. A “viewpoint” is where you are looking from; the vantage point or
perspective that determines what you see (a viewpoint can also be thought of as a schema).
Viewpoints are generic, and can be stored in libraries for re-use. A view is always specific to the
architecture for which it is created. Every view has an associated viewpoint that describes it, at
least implicitly.
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ISO/IEC 42010:2007 encourages architects to define viewpoints explicitly. Making this
distinction between the content and schema of a view may seem at first to be an unnecessary
overhead, but it provides a mechanism for re-using viewpoints across different architectures.
To illustrate the concepts of views and viewpoints, consider Example 1. This is a very simple
airport system with two different stakeholders: the pilot and the air traffic controller.
Example 1: Views and Viewpoints for a Simple Airport System
Views and Viewpoints for a Simple Airport System
The pilot has one view of the system, and the air traffic controller has another. Neither view represents
the whole system, because the perspective of each stakeholder constrains (and reduces) how each sees the
overall system.
The view of the pilot comprises some elements not viewed by the controller, such as passengers and fuel,
while the view of the controller comprises some elements not viewed by the pilot, such as other planes.
There are also elements shared between the views, such as the communication model between the pilot
and the controller, and the vital information about the plane itself.
A viewpoint is a model (or description) of the information contained in a view. In this example, one
viewpoint is the description of how the pilot sees the system, and the other viewpoint is how the
controller sees the system. Pilots describe the system from their perspective, using a model of their
position and vector toward or away from the runway. All pilots use this model, and the model has a
specific language that is used to capture information and populate the model. Controllers describe the
system differently, using a model of the airspace and the locations and vectors of aircraft within the
airspace. Again, all controllers use a common language derived from the common model in order to
capture and communicate information pertinent to their viewpoint.
Fortunately, when controllers talk with pilots, they use a common communication language. (In other
words, the models representing their individual viewpoints partially intersect.) Part of this common
language is about location and vectors of aircraft, and is essential to safety. So in essence each viewpoint
is an abstract model of how all the stakeholders of a particular type – all pilots, or all controllers – view
the airport system. The interface to the human user of a tool is typically close to the model and language
associated with the viewpoint. The unique tools of the pilot are fuel, altitude, speed, and location
indicators. The main tool of the controller is radar. The common tool is a radio.
To summarize from Example 1, we can see that a view can subset the system through the
perspective of the stakeholder, such as the pilot versus the controller. This subset can be
described by an abstract model called a viewpoint, such as an air flight versus an air space
model. This description of the view is documented in a partially specialized language, such as
“pilot-speak” versus “controller-speak”. Tools are used to assist the stakeholders, and they
interface with each other in terms of the language derived from the viewpoint. When
stakeholders use common tools, such as the radio contact between pilot and controller, a
common language is essential.
3.21 Architecture Views
Architecture views are representations of the overall architecture that are meaningful to one or
more stakeholders in the system. The architect chooses and develops a set of views in the ADM
cycle during Phases A through D that enable the architecture to be communicated to, and
understood by, all the stakeholders, and enable them to verify that the system will address their
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concerns. The concepts in Section 5.3 are central to the use of architecture views within
TOGAF.
3.21.1 Developing Views in the ADM
The choice of which particular architecture views to develop is one of the key decisions that the
architect has to make.
The architect has a responsibility for ensuring the completeness (fitness-for-purpose) of the
architecture, in terms of adequately addressing all the pertinent concerns of its stakeholders; and
the integrity of the architecture, in terms of connecting all the various views to each other,
satisfactorily reconciling the conflicting concerns of different stakeholders, and showing the
trade-offs made in so doing (as between security and performance, for example).
3.22 Architecture Building Blocks
Architecture Building Blocks (ABBs) are architecture documentation and models from the
enterprise‟s Architecture Repository classified according to the Architecture Continuum (see
Chapter 6). They are defined or selected during application of the ADM (mainly in Phases A, B,
C, and D). The characteristics of ABBs are as follows:
They capture architecture requirements; e.g., business, data, application, and technology
requirements.
They direct and guide the development of Solution Building Blocks (SBBs).
The content of ABB specifications includes the following as a minimum:
Fundamental functionality and attributes: semantics, unambiguous, including security
capability and manageability
Interfaces: chosen set, supplied (APIs, data formats, protocols, hardware interfaces,
standards)
Interoperability and relationship with other building blocks
Dependent building blocks with required functionality and named user interfaces
Map to business/organizational entities and policies
Each ABB should include a statement of any architecture documentation and models from the
enterprise's Architecture Repository that can be re-used in the architecture development. The
specification of building blocks using the ADM is an evolutionary and iterative process.
See Section 5.5 for further information.
3.23 Solution Building Blocks
Solution Building Blocks (SBBs) relate to the Solutions Continuum. They are implementations
of the architectures identified in the enterprise‟s Architecture Continuum and may be either
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procured or developed. SBBs appear in Phase E of the ADM where product-specific building
blocks are considered for the first time. SBBs define what products and components will
implement the functionality, thereby defining the implementation. They fulfill business
requirements and are product or vendor-aware. The content of an SBB specification includes the
following as a minimum:
Specific functionality and attributes
Interfaces; the implemented set
Required SBBs used with required functionality and names of the interfaces used
Mapping from the SBBs to the IT topology and operational policies
Specifications of attributes shared such as security, manageability, localizability, scalability
Performance, configurability
Design drivers and constraints, including the physical architecture
Relationships between the SBBs and ABBs
3.24 Capability-Based Planning
Phases E and F feature a detailed method for defining and planning enterprise transformation
based on the principles of capability-based planning, a business planning technique that focuses
on business outcomes. It is business-driven and business-led and combines the requisite efforts
of all lines of business to achieve the desired capability. It accommodates most, if not all, of the
corporate business models and is especially useful in organizations where a latent capability to
respond (e.g., an emergency preparedness unit) is required and the same resources are involved
in multiple capabilities. Often the need for these capabilities is discovered and refined using
business scenarios.
Figure 5 illustrates the relationship between capability-based planning, enterprise architecture,
and portfolio/project management.
Figure 5: Relationship between Capabilities, Enterprise Architecture, and Projects
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3.25 Migration Planning Techniques
A number of techniques are provided to support migration planning in Phases E and F. These are
described in the following sections.
3.25.1 Implementation Factor Assessment and Deduction Matrix
The technique of creating an Implementation Factor Assessment and Deduction Matrix is used
in Phase E to document factors having an impact on the architecture Implementation and
Migration Plan. The matrix should include a list of the factors, their descriptions, and the
deductions (conclusions) that indicate the actions or constraints that have to be taken into
consideration when formulating the plans.
Typical factors include risks, issues, assumptions, dependencies, actions, and impacts.
An example matrix is shown in Table 10.
Table 10: Implementation Factor Assessment and Deduction Matrix
Implementation Factor Assessment and Deduction Matrix
Factor
Description
Deduction
<Name of the Factor>
<Description of the Factor>
<Impact on the Migration Plan>
Change in Technology
Shut down the message centers,
saving 700 personnel, and have them
replaced by email.
Need for personnel training, re-
assignment
Email has major personnel savings and
should be given priority.
Consolidation of
Services
…
…
Introduction of New
Customer Service
…
…
3.25.2 Consolidated Gaps, Solutions, and Dependencies Matrix
The technique of creating a Consolidated Gaps, Solutions, and Dependencies Matrix allows the
architect to group the gaps identified in the domain architecture gap analysis results and assess
potential solutions and dependencies to one or more gaps. An example is shown in Table 11.
This matrix can be used as a planning tool when creating work packages. The identified
dependencies drive the creation of projects and migration planning in Phases E and F.
Table 11: Consolidated Gaps, Solutions, and Dependencies Matrix
Consolidated Gaps, Solutions, and Dependencies Matrix
#
Architecture
Gap
Potential Solutions
Dependencies
1
Business
New Order Processing
Process
Use COTS software tool process
Implement custom solution
Drives Application
#2
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Consolidated Gaps, Solutions, and Dependencies Matrix
#
Architecture
Gap
Potential Solutions
Dependencies
2
Application
New Order Processing
Application
COTS software tool X
Develop in-house
3
Information
Consolidated Customer
Information Base
Use COTS customer base
Develop customer data mart
3.25.3 Architecture Definition Increments Table
The technique of creating an Architecture Definition Increments Table allows the architect to
plan a series of Transition Architectures outlining the status of the enterprise architecture at
specified times. A table should be drawn up, as shown in Table 12, listing the projects and then
assigning their incremental deliverables across the Transition Architectures.
Table 12: Example Architecture Definition Increments Table
Architecture Definition: Project Objectives by Increment
Project
April 2009/2010
April 2010/2011
April 2011/2012
Comments
Transitional
Architecture 1:
Preparation
Transitional
Architecture 2:
Initial Operational
Capability
Transitional
Architecture 3:
Benefits
Enterprise
e-Services
Capability
Training and
Business Process
e-licensing
capability
e-employment
benefits
IT e-Forms
Design and Build
IT e-Information
Environment
Design and Build
Information
Environment
Client Common
Data
Web Content
Design and Build
Enterprise
Common Data
Document
Management
Design and Build
…
…
…
…
…
3.25.4 Transition Architecture State Evolution Table
The technique of creating the Transition Architecture State Evolution Table allows the architect
to show the proposed state of the architectures at various levels using the Technical Reference
Model (TRM).
A table should be drawn, listing the services from the TRM used in the enterprise, the Transition
Architectures, and proposed transformations, as shown in Table 13.
All Solution Building Blocks (SBBs) should be described with respect to their delivery and
impact on these services. They should also be marked to show the progression of the enterprise
architecture. In the example, where target capability has been reached, this is shown as “new” or
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“retain”; where capability is transitioned to a new solution, this is marked as “transition”; and
where a capability is to be replaced, this is marked as “replace”.
Table 13: Example Transition Architecture State Evolution Table
Architectural State Using the Technical Reference Model
Sub-Domain
Service
Transition
Architecture 1
Transition
Architecture 2
Transition
Architecture 3
Infrastructure
Applications
Information
Exchange
Services
Solution System A
(replace)
Solution System B-1
(transition)
Solution System B-2
(new)
Data
Management
Services
Solution System D
(retain)
Solution System D
(retain)
Solution System D
(retain)
…
…
3.25.5 Business Value Assessment Technique
A technique to assess business value is to draw up a matrix based on a value index dimension
and a risk index dimension. An example is shown in Figure 6. The value index should include
criteria such as compliance to principles, financial contribution, strategic alignment, and
competitive position. The risk index should include criteria such as size and complexity,
technology, organizational capacity, and impact of a failure. Each criterion should be assigned
an individual weight.
The index and its criteria and weighting should be developed and approved by senior
management. It is important to establish the decision-making criteria before the options are
known.
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Figure 6: Business Value Assessment Matrix
3.26 Implementation and Migration Plan
The Implementation and Migration Plan is developed in Phases E and F, and provides a schedule
of the projects for implementation of the Target Architecture. The Implementation and
Migration Plan includes executable projects grouped into managed portfolios and programs. The
Implementation and Migration Strategy identifying the approach to change is a key element of
the Implementation and Migration Plan.
Typical contents are as follows:
Implementation and Migration Strategy:
Strategic Implementation Direction
Implementation Sequencing Approach
Project and portfolio breakdown of implementation:
Allocation of work packages to project and portfolio
Capabilities delivered by projects
Milestones and timing
Work breakdown structure
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May include impact on existing portfolio, program, and projects
It may contain:
Project charters:
Included work packages
Business value
Risk, issues, assumptions, dependencies
Resource requirements and costs
Benefits of migration, determined (including mapping to business requirements)
Estimated costs of migration options
3.27 Transition Architecture
Where the scope of change to implement the Target Architecture requires an incremental
approach, one ore more Transition Architectures are defined within the Architecture Definition
Document output from Phase E. A Transition Architecture shows the enterprise at an
architecturally significant state between the Baseline and Target Architectures. Transition
Architectures are used to describe transitional Target Architectures necessary for effective
realization of the Target Architecture. These provide an ability to identify clear targets along the
roadmap to realizing the Target Architecture..
The following contents are typical within a Transition Architecture:
Transition Architecture:
Definition of transition states
Business Architecture for each transition state
Data Architecture for each transition state
Application Architecture for each transition state
Technology Architecture for each transition state
3.28 Implementation Governance Model
Once an architecture has been defined, it is necessary to plan how the Transition Architecture
that implements the architecture will be governed through implementation. Within organizations
that have established architecture functions, there is likely to be a governance framework already
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in place, but specific processes, organizations, roles, responsibilities, and measures may need to
be defined on a project-by-project basis.
The Implementation Governance Model produced as an output of Phase F ensures that a project
transitioning into implementation also smoothly transitions into appropriate architecture
governance (for Phase G).
Typical contents of an Implementation Governance Model are:
Governance processes
Governance organization structure
Governance roles and responsibilities
Governance checkpoints and success/failure criteria
3.29 Architecture Contracts
Architecture Contracts are produced in Phase G: Implementation Governance. Architecture
Contracts are the joint agreements between development partners and sponsors on the
deliverables, quality, and fitness-for-purpose of an architecture. Successful implementation of
these agreements will be delivered through effective architecture. By implementing a governed
approach to the management of contracts, the following will be ensured:
A system of continuous monitoring to check integrity, changes, decision-making, and audit
of all architecture-related activities within the organization
Adherence to the principles, standards, and requirements of the existing or developing
architectures
Identification of risks in all aspects of the development and implementation of the
architecture(s) covering the internal development against accepted standards, policies,
technologies, and products as well as the operational aspects of the architectures such that
the organization can continue its business within a resilient environment
A set of processes and practices that ensure accountability, responsibility, and discipline
with regard to the development and usage of all architectural artifacts
A formal understanding of the governance organization responsible for the contract, their
level of authority, and scope of the architecture under the governance of this body
TOGAF identifies two example contracts as follows:
Architecture Design and Development Contract
Business Users' Architecture Contract
Typical contents of an Architecture Design and Development Contract are:
Introduction and background
The nature of the agreement
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Scope of the architecture
Architecture and strategic principles and requirements
Conformance requirements
Architecture development and management process and roles
Target Architecture measures
Defined phases of deliverables
Prioritized joint work plan
Time window(s)
Architecture delivery and business metrics
Typical contents of a Business Users' Architecture Contract produced in Phase G are:
Introduction and background
The nature of the agreement
Scope
Strategic requirements
Conformance requirements
Architecture adopters
Time window
Architecture business metrics
Service architecture (includes Service Level Agreement (SLA))
This contract is also used to manage changes to the enterprise architecture in Phase H.
3.30 Change Request
Requests for Architecture Change are considered in Phase H: Architecture Change Management.
During implementation of an architecture, as more facts become known, it is possible that the
original architecture definition and requirements are not suitable or are not sufficient to complete
the implementation of a solution. In these circumstances, it is necessary for implementation
projects to either deviate from the suggested architectural approach or to request scope
extensions. Additionally, external factors – such as market factors, changes in business strategy,
and new technology opportunities – may open up opportunities to extend and refine the
architecture.
In these circumstances, a Change Request may be submitted in order to kick-start a further cycle
of architecture work.
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Typical contents of a Change Request are:
Description of the proposed change
Rationale for the proposed change
Impact assessment of the proposed change, including:
Reference to specific requirements
Stakeholder priority of the requirements to date
Phases to be revisited
Phase to lead on requirements prioritization
Results of phase investigations and revised priorities
Recommendations on management of requirements
Repository reference number
3.31 Compliance Assessment
Once an architecture has been defined, it is necessary to govern that architecture through
implementation to ensure that the original Architecture Vision is appropriately realized and that
any implementation lessons are fed back into the architecture process. Periodic compliance
reviews of implementation projects in Phase G provide a mechanism to review project progress
and ensure that the design and implementation is proceeding in-line with the strategic and
architectural objectives.
Typical contents of a Compliance Assessment are:
Overview of project progress and status
Overview of project architecture/design
Completed architecture checklists:
Hardware and operating system checklist
Software services and middleware checklist
Applications checklists
Information management checklists
Security checklists
System management checklists
System engineering checklists
Methods and tools checklists
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3.32 Requirements Impact Assessment
Throughout the ADM, new information is collected relating to an architecture. As this
information is gathered, new facts may come to light that invalidate existing aspects of the
architecture. A Requirements Impact Assessment assesses the current architecture requirements
and specification to identify changes that should be made and the implications of those changes.
It documents an assessment of the changes and the recommendations for change to the
architecture. The recommended contents are as follows:
Reference to specific requirements
Stakeholder priority of the requirements to date
Phases to be revisited
Phase to lead on requirements prioritization
Results of phase investigations and revised priorities
Recommendations on management of requirements
Repository reference number
These are often produced as a response to a Change Request.
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Chapter 4 Guidelines for Adapting the
ADM
This chapter provides guidelines for adapting the ADM.
4.1 Introduction
The ADM is a generic method for architecture development, which is designed to deal with most
system and organizational requirements. However, it will often be necessary to modify or extend
the ADM to suit specific needs. One of the tasks before applying the ADM is to review the
process and its outputs for applicability, and then tailor them as appropriate to the circumstances
of the individual enterprise. This activity may well produce an “enterprise-specific” ADM.
There are a number of reasons for wanting to tailor the ADM to the circumstances of an
individual enterprise. Some of the reasons are outlined as follows:
1. An important consideration is that the order of the phases in the ADM is to some extent
dependent on the maturity of the architecture discipline within the enterprise concerned. For
example, if the business case for doing architecture is not well recognized, then creating an
Architecture Vision is essential; and a detailed Business Architecture needs to come next to
define the business case for the remaining architecture work, and secure the active
participation of key stakeholders in that work.
2. The order of phases may also be defined by the business and architecture principles of an
enterprise. For example, the business principles may dictate that the enterprise be prepared
to adjust its business processes to meet the needs of a packaged solution, so that it can be
implemented quickly to enable fast response to market changes. In such a case, the Business
Architecture (or at least the completion of it) may well follow completion of the Information
Systems Architecture.
3. An enterprise may wish to use or tailor the ADM in conjunction with another enterprise
architecture framework that has a defined set of deliverables specific to a particular vertical
sector: Government, Defense, e-Business, Telecommunications, etc.
4. The ADM is one of many corporate processes that make up the corporate governance model
for an enterprise. The ADM is complementary to, and supportive of, other standard program
management processes. The enterprise will tailor the ADM to reflect the relationships with,
and dependencies on, the other management processes.
5. The ADM is being mandated for use by a prime or lead contractor in an outsourcing
situation, and needs to be tailored to achieve a suitable compromise between the contractor's
existing practices and the contracting enterprise's requirements.
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6. The enterprise is a small-to-medium enterprise, and wishes to use a “cut-down” version of
the ADM that is more attuned to the reduced level of resources and system complexity
typical of such an environment.
7. The enterprise is very large and complex, comprising many separate but interlinked
“enterprises” within an overall collaborative business framework, and the architecture
method needs to be adapted to recognize this situation. Such enterprises usually cannot be
treated successfully as a single entity and a more federated approach is required.
The ADM process can also be adapted to deal with a number of different use scenarios,
including different process styles (e.g., the use of iteration) and also specific specialist
architectures (such as security). These are discussed in the following sections.
4.2 Applying Iteration to the ADM
The ADM supports a number of concepts that could be characterized as iteration.
Iteration to develop a comprehensive Architecture Landscape:
Projects will iterate through the entire ADM cycle, commencing with Phase A. Each cycle
of the ADM will be bound by a Request for Architecture Work. The architecture output will
populate the Architecture Landscape, either extending the landscape described, or changing
the landscape where required.
Separate projects may operate their own ADM cycles concurrently, with relationships
between the different projects.
One project may trigger the initiation of another project. Typically, this is used when
higher-level architecture initiatives identify opportunities or solutions that require more
detailed architecture, or when a project identifies landscape impacts outside the scope of its
Request for Architecture Work.
Iteration within an ADM cycle:
Projects may operate multiple ADM phases concurrently. Typically, this is used to manage
the inter-relationship between Business Architecture, Information Systems Architecture,
and Technology Architecture.
Projects may cycle between ADM phases, in planned cycles covering multiple phases.
Typically, this is used to converge on a detailed Target Architecture when higher-level
architecture does not exist to provide context and constraint.
Projects may return to previous phases in order to circle back and update work products
with new information. Typically, this is used to converge on an executable Architecture
Roadmap or Implementation and Migration Plan, when the implementation details and
scope of change trigger a change or re-prioritization of stakeholder requirements.
Iteration to manage the Architecture Capability:
The result of addressing a Request for Architecture Work in Phase A may require a new
iteration of the Preliminary Phase to adjust the Architecture Capability for the organization.
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Changes identified in Phase H may require a new iteration of the Preliminary Phase to
adjust the Architecture Capability for the Organization.
All of these techniques are valid applications of the ADM and can be used to ensure that the
approach to architecture development is sufficiently flexible to accommodate other methods and
frameworks.
TOGAF includes consideration of the organizational factors that influence the extent to which
the ADM should be used in an iterative fashion, different styles of iteration, and a mapping of
ADM phases to iteration cycles for architecture definition.
A suggested iteration cycle for iterations that span multiple ADM phases is shown in Figure 7.
Figure 7: Iteration Cycles
Architecture Capability iterations support the creation and evolution of the required
Architecture Capability. This cycle includes the initial mobilization of the architecture
activity for a given purpose or architecture engagement type by establishing or adjusting the
architecture approach, principles, scope, vision, and governance.
Architecture Development iterations allow creation of content by cycling through, or
integrating, Business, Information Systems, and Technology Architecture phases. These
iterations ensure that the architecture is considered as a whole. In this type of iteration
stakeholder reviews are typically broader. As the iterations converge on a target, extensions
into the Opportunities and Solutions and Migration Planning phases ensure that the
architecture's implementability is considered as the architecture is finalized.
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Transition Planning iterations support the creation of formal change roadmaps for a
defined architecture.
Architecture Governance iterations support governance of change activity progressing
towards a defined Target Architecture.
TOGAF defines two styles of architecture definition:
Baseline First: In this style, the Baseline Architecture is assessed first. This process is
suitable when a target solution is not clearly understood.
Target First: In this style, the Target Architecture is elaborated in detail and then mapped
back to the baseline, in order to define change activity. This process is suitable when a
target state is agreed to at a high level and the enterprise wishes to avoid proliferating
current business practice into the target.
TOGAF maps both styles to iteration cycles, as illustrated in Figure 8 and Figure 9.
Figure 8: Activity by Iteration for Baseline First Architecture Definition
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Figure 9: Activity by Iteration for Target First Architecture Definition
TOGAF also describes a hierarchical application of iteration where each ADM cycle occurs at a
single level of architecture description. This approach to the ADM uses the Migration Planning
phase of one ADM cycle to initiate new, more detailed architecture projects, which will also
develop architectures. This type of iteration highlights the need for higher-level architecture to
guide and constrain more detailed architecture. It also highlights that the complete Architecture
Landscape is developed by multiple ADM iterations. This approach is shown in Figure 10.
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Figure 10: A Hierarchy of ADM Processes Example
4.3 Applying the ADM across the Architecture Landscape
In a typical enterprise, many architectures will be described in the Architecture Landscape at any
point in time. Some architectures will address very specific needs; others will be more general.
Some will address detail; some will provide a big picture. To address this complexity TOGAF
uses the concepts of levels and the Enterprise Continuum to provide a conceptual framework for
organizing the Architecture Landscape.
Levels provide a framework for dividing the Architecture Landscape into three levels of
granularity:
1. Strategic Architecture provides an organizing framework for operational and change
activity and allows for direction setting at an executive level.
2. Segment Architecture provides an organizing framework for operational and change
activity and allows for direction setting and the development of effective architecture
roadmaps at a program or portfolio level.
3. Capability Architecture provides an organizing framework for change activity and the
development of effective architecture roadmaps realizing capability increments.
Figure 11 shows a summary of the classification model for Architecture Landscapes.
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Figure 11: Summary Classification Model for Architecture Landscape
TOGAF describes the types of engagement that architects may be required to perform and how
the ADM can be used to coordinate activities of various teams of architects working at different
levels. It also provides two strategies for using the ADM as a process to support hierarchies of
architectures:
Architectures at different levels can be developed through iterations within a single ADM
process.
Architectures at different levels can be developed through a hierarchy of ADM processes
executed concurrently.
At the extreme ends of the scale, either of these two options can be fully adopted. In practice, an
architect is likely to need to blend elements of each to fit the exact requirements of their Request
for Architecture Work.
4.4 Security Architecture and the ADM
TOGAF provides guidance on the security considerations that need to be addressed during
application of the ADM.. It is intended to help both enterprise architects and security
practitioners to avoid missing critical security concerns. It informs the enterprise architect of
what the security architect will need to carry out during the security architecture work.
All groups of stakeholders in an enterprise will have security concerns and it is desirable to bring
a security architect into the project as early as possible. Throughout the phases of the ADM,
guidance is offered on security-specific information which should be gathered, steps which
should be taken, and artifacts which should be created. Architecture decisions related to security
should be traceable to business and policy decisions and their risk management. The generally
accepted areas of concern for the security architect are:
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Authentication: The substantiation of the identity of a person or entity related to the
enterprise or system in some way.
Authorization: The definition and enforcement of permitted capabilities for a person or
entity whose identity has been established.
Audit: The ability to provide forensic data attesting that the systems have been used in
accordance with stated security policies.
Assurance: The ability to test and prove that the enterprise architecture has the security
attributes required to uphold the stated security policies.
Availability: The ability of the enterprise to function without service interruption or
depletion despite abnormal or malicious events.
Asset Protection: The protection of information assets from loss or unintended disclosure,
and resources from unauthorized and unintended use.
Administration: The ability to add and change security policies, add or change how policies
are implemented in the enterprise, and add or change the persons or entities related to the
systems.
Risk Management: The organization's attitude to and tolerance for risk.
Typical security architecture artifacts would include:
Business rules regarding handling of data/information assets
Written and published security policy
Codified data/information asset ownership and custody
Risk analysis documentation
Data classification policy documentation
4.5 Using TOGAF to Define and Govern SOAs
TOGAF describes Service Oriented Architecture (SOA) as an architectural style, how enterprise
architecture supports SOA, and provides guidance on using TOGAF to develop an SOA.
SOA, as an architectural style, tries to simplify the business, and the interoperation of its parts,
by structuring capability as well-defined granular services as opposed to opaque, silo‟ed
business units. It permits identification of functional capabilities of an organization, and thus an
opportunity to reduce duplication. By standardizing behavior and interoperation of services, it is
possible to limit the impacts of change and also to plan for the impact of future changes.
Enterprise architecture provides frameworks, tools, and techniques to assist organizations with
the development and maintenance of their SOAs. Some of the key benefits that enterprise
architecture provides include:
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Consistent abstractions of high-level strategies and deliverables to support planning and
analysis
Linkage of different perspectives to a single business problem (e.g., business, information
systems, technology, breadth, depth, level of detail, etc.) providing a consistent model to
address various domains and tests for completeness
Identification of clear roadmaps to achieve future state
Traceability that links IT and other assets to the business they support
Support for impact assessment, risk/value analysis, and portfolio management
Identified and documented principles, constraints, frameworks, patterns, and standards
Governance frameworks and processes that ensure appropriate authority for decision-
making
Enterprise architecture becomes a foundation for deployment of an SOA approach within an
organization, because:
It links SOA stakeholders together, ensuring that the needs of each stakeholder community
are met and that each stakeholder community is aware of appropriate context.
It provides a link from business to IT that can be used to justify the cost of IT re-
engineering against business value.
It shows which services should be built and how they should be re-used.
It shows how services should be designed and how platforms must interoperate.
It provides a repository to hold and maintain design-related information on an ongoing
basis.
Without enterprise architecture, the negative effects may include one or more of the following:
Limited agility
Difficulty identifying and orchestrating SOA services
Service sprawl
Exponentially growing governance challenges
Limited SOA service interoperability
Limited SOA service re-use
Multiple silo'ed SOAs
Difficulty evolving and changing SOA implementations
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4.5.1 Using TOGAF for SOA
TOGAF provides detailed guidance for each phase of the ADM on what should be considered
when applying the principle of service-orientation. The high-level summary of the approach is
given here. The details are in TOGAF, Part III, Chapter 22.
Using TOGAF to create SOA requires adapting TOGAF to address the requirements of a
particular style. Addressing a style will require:
Identifying key metamodel entries
Identifying extensions to the content metamodel
Identifying key artifacts
Identifying style-specific reference materials and maturity models
The adaption of an Architecture Capability to support SOA requires considerable activity in the
Preliminary Phase of TOGAF. These activities and SOA-specific Open Group SOA Work
Group tools include:
Adapting the principle of service-orientation
Determining organization readiness for SOA: OSIMM
Governance: The Open Group SGVM
Partitions: Utilize a specialist Center of Excellence to support SOA
In the rest of the TOGAF ADM phases, what changes is how an architecture is described,
analyzed, and documented. During an iteration of the ADM the practitioner needs to consider the
key metamodel entities identified, and the artifacts identified.
At different levels of granularity the purpose of the ADM cycle will vary. In Strategic-level
work the purpose is identifying whether SOA is needed, and in which Segments. In Segment-
level work the purpose is describing the structure and capability requirements of SOA. Finally,
in the Capability-level work to identify and describe the requirements of the SOA services that
will be available.
When delivering SOA with TOGAF, the practitioner should never lose sight of the final
objective: SOA solutions that address managing the enterprise's complexity and provide business
agility.
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Chapter 5 Architecture Content
Framework
This chapter provides an introduction to the Architecture Content Framework, a structured
metamodel for architectural artifacts.
5.1 Architecture Content Framework Overview
During the execution of the ADM a number of outputs will be produced as a result, such as
process flows, architectural requirements, project plans, project compliance assessments, etc. In
order to be able to collate and present these major work products in a consistent and structured
manner, it is necessary to have an Architecture Content Framework within which to place them.
This allows for easier reference and standard classification, and also to help facilitate the
structuring of relationships between the various constituent work products that make up what is
often referred to as the “Enterprise Architecture”.
The Architecture Content Framework provided in TOGAF allows TOGAF to be used as a stand-
alone framework for architecture within an enterprise. However, other content frameworks exist
(such as ArchiMate and the Zachman Framework) and it is expected that some enterprises may
opt to use an external framework in conjunction with the ADM instead. In these cases, the
TOGAF Architecture Content Framework provides a useful reference and starting point for
TOGAF content to be mapped to the metamodels of other frameworks.
In order to assist with the classification of new work products and the potential need to correlate
with other content frameworks (including any existing classified architecture work products), the
Architecture Content Framework uses the following three categories to describe the type of
architectural work product within its context of use:
A deliverable is a formal work product that is contractually specified, and would normally
be reviewed, agreed, and signed off by its stakeholders. Deliverables often represent the
output of projects.
An artifact is an architectural work product that describes an aspect of the architecture.
Artifacts are generally classified as catalogs (lists of things), matrices (showing
relationships between things), and diagrams (pictures of things). Examples include a
requirements catalog, business interaction matrix, and a use-case diagram. An architectural
deliverable may contain many artifacts and artifacts will form the content of the
Architecture Repository.
A building block represents a (potentially re-usable) component of business, IT, or
architectural capability that can be combined with other building blocks to deliver
architectures and solutions.
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Building blocks can be defined at various levels of detail and can relate to both „„architectures‟‟
and „„solutions‟‟, with Architecture Building Blocks (ABBs) typically describing the required
capability in order to shape the Solution Building Blocks (SBBs) which would represent the
components to be used to implement the required capability. These are discussed further in
Section 5.5.
The relationships between deliverables, artifacts, and building blocks are shown in Figure 12.
Figure 12: Relationships between Deliverables, Artifacts, and Building Blocks
5.2 Content Metamodel
The Architecture Content Framework is based upon a standard content metamodel which
provides a definition for all the types of building blocks that exist within an architecture. A high-
level overview of the content metamodel is shown in Figure 13. The metamodel illustrates how
these building blocks can be described and how they relate to one another.
When creating and managing architectures, it is necessary to consider various concerns such as
business services, actors, applications, data entities, and technology. The content metamodel
highlights these concerns, shows their relationships, and identifies artifacts that can be used to
represent them in a consistent, structured manner.
Additionally, the content metamodel can be used to provide guidance to any organizations that
wish to implement their architecture using an architecture tool.
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Figure 13: Content Metamodel Overview
5.2.1 Core and Extensions
The model has been structured to consider core and extension content, where the core
metamodel provides a minimum set of architectural content that supports traceability across
artifacts, and extensions are plugged in to support any more specific or in-depth modeling that
may be required.
Extensions are logically clustered into catalogs, matrices, and diagrams, allowing focus in areas
of specific interest. All extension modules are optional and should be selected during the
Preliminary phase of the ADM iteration to meet the needs of the organization. The extensions
described in TOGAF are for guidance and can be added to or tailored accordingly.
5.2.2 Catalogs, Matrices, and Diagrams
Whilst the content metamodel is used to support the structuring of architectural information,
most stakeholders do not need or wish to know the detail contained within the Architecture
Content Framework in this manner. Therefore, the use of catalogs, matrices, and diagrams is
introduced to facilitate the presentation of architectural information so that it may be used for
reference and governance purposes more readily.
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Catalogs are lists of building blocks of a specific type or related types, matrices are grids that
show relationships between two or more entities, and diagrams are graphical renderings of
architectural content.
In summary, the results of an ADM developed architecture consists of a number of defined
ABBs populated into architecture catalogs, with relationships specified between those building
blocks in architecture matrices, and then presented as communication diagrams that show in a
precise and concise way what the architecture is.
5.3 Architectural Artifacts
TOGAF describes a set of atomic work products that are created when developing an
architecture by following the ADM. These work products are labeled as artifacts and represent
an individual model of a system, solution, or enterprise state, which could potentially be re-used
in a variety of contexts.
An artifact is distinct from a deliverable, which is a contracted output from a project. In most
cases, deliverables will contain artifacts and each artifact may exist in many deliverables. The
basic concepts and terminology used in this section have been adapted from ISO/IEC
42010:2007, described in Table 14 and illustrated in Figure 14.
6
Table 14: Concepts Related to Architecture Views
Concept
Definition
System
A system is a collection of components organized to accomplish a specific function or set
of functions.
Architecture
The architecture of a system is the system's fundamental organization, embodied in its
components, their relationships to each other and to the environment, and the principles
guiding its design and evolution.
Architectural
Description
An architectural description is a collection of artifacts that document an architecture. In
TOGAF, architecture views are the key artifacts in an architecture description.
Stakeholders
Stakeholders are people who have key roles in, or concerns about, the system; for example,
as users, developers, or managers. Different stakeholders with different roles in the system
will have different concerns. Stakeholders can be individuals, teams, or organizations (or
classes thereof).
Concerns
Concerns are the key interests that are crucially important to the stakeholders in the system,
and determine the acceptability of the system. Concerns may pertain to any aspect of the
system's functioning, development, or operation, including considerations such as
performance, reliability, security, distribution, and evolvability.
6
Reprinted with permission from IEEE Std 1471-2000, Systems and Software Engineering – Recommended Practice for
Architectural Description of Software-intensive Systems, Copyright © 2000, by IEEE. The IEEE disclaims any
responsibility resulting from the placement and use in the described manner.
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Concept
Definition
View
A view is a representation of a whole system from the perspective of a related set of
concerns. In capturing or representing the design of a system‟s architecture, the architect
will typically create one or more architecture models, possibly using different tools. A
view will comprise selected parts of one or more models, chosen so as to demonstrate to a
particular stakeholder or group of stakeholders that their concerns are being adequately
addressed in the design of the system architecture.
Viewpoint
A viewpoint defines the perspective from which a view is taken. More specifically, a
viewpoint defines: how to construct and use a view (by means of an appropriate schema or
template); the information that should appear in the view; the modeling techniques for
expressing and analyzing the information; and a rationale for these choices (e.g., by
describing the purpose and intended audience of the view).
Figure 14: Basic Concepts for Architectural Description
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TOGAF provides a set of recommended artifacts, summarized in Table 15.
Table 15: Recommended Artifacts by ADM Phase
ADM Phase
Artifact
Preliminary Phase
Principles catalog
Phase A
Stakeholder Map matrix
Value Chain diagram
Solution Concept diagram
Phase B
Organization/Actor catalog
Driver/Goal/Objective catalog
Role catalog
Business Service/Function catalog
Location catalog
Process/Event/Control/Product catalog
Contract/Measure catalog
Business Interaction matrix
Actor/Role matrix
Business Footprint diagram
Business Service/Information diagram
Functional Decomposition diagram
Product Lifecycle diagram
Goal/Objective/Service diagram
Business Use-Case diagram
Organization Decomposition diagram
Process Flow diagram
Event diagram
Phase C, Data Architecture
Data Entity/Data Component catalog
Data Entity/Business Function matrix
Application/Data matrix
Conceptual Data Diagram
Logical Data Diagram
Data Dissemination diagram
Data Security diagram
Data Migration diagram
Data Lifecycle diagram
Phase C, Application Architecture
Application Portfolio catalog
Interface catalog
Application/Organization matrix
Role/Application matrix
Application/Function matrix
Application Interaction matrix
Application Communication diagram
Application and User Location diagram
Application Use-Case diagram
Enterprise Manageability diagram
Process/Application Realization diagram
Software Engineering diagram
Application Migration diagram
Software Distribution diagram
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ADM Phase
Artifact
Phase D
Technology Standards catalog
Technology Portfolio catalog
Application/Technology matrix
Environments and Locations diagram
Platform Decomposition diagram
Processing diagram
Networked Computing/Hardware diagram
Communications Engineering diagram
Phase E
Project Context diagram
Benefits diagram
Requirements Management
Requirements catalog
5.4 Architecture Deliverables
TOGAF, Part IV, Chapter 36 provides a typical baseline of architecture deliverables in order to
better define the activities required in the ADM and act as a starting point for tailoring within an
organization. For details, see Chapter 3.
5.5 Building Blocks
The Architecture Content Framework explains the concept of building blocks together with a
fictional example illustrating building blocks in architecture. TOGAF includes Architecture
Building Blocks (ABBs) and Solution Building Blocks (SBBs).
“Building blocks” is a pervasive term within TOGAF and the ADM. A building block is simply
a package of functionality defined to meet business needs. The way in which functionality,
products, and custom developments are assembled into building blocks will vary widely between
individual architectures. Every organization must decide for itself what arrangement of building
blocks works best. A good choice of building blocks can lead to improvements in legacy system
integration, interoperability, and flexibility in the creation of new systems and applications.
Systems are built up from collections of building blocks, so most building blocks have to
interoperate with other building blocks. Wherever that is true, it is important that the interfaces
to a building block are published and reasonably stable.
Building blocks can be defined at various levels of detail, depending on what stage of
architecture development has been reached.
For instance, at an early stage, a building block can simply consist of a grouping of functionality,
such as a customer database and some retrieval tools. Building blocks at this functional level of
definition are described in TOGAF as Architecture Building Blocks (ABBs); see Section 3.22.
Later on, real products or custom developments replace these simple definitions of functionality,
and the building blocks are then described as Solution Building Blocks (SBBs); see Section 3.23.
The key phases and steps of the ADM at which building blocks are evolved and specified are
summarized as follows, and illustrated in Figure 15.
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Figure 15: Architecture Building Blocks and their Use in the ADM Cycle
In Phase A, the earliest building block definitions start as relatively abstract entities within the
Architecture Vision.
In Phases B, C, and D building blocks within the Business, Data, Application, and Technology
Architectures are evolved to a common pattern of steps.
Finally, in Phase E the building blocks become more implementation-specific as SBBs are
identified to address gaps.
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Chapter 6 The Enterprise Continuum
This chapter provides an introduction to the Enterprise Continuum. Topics addressed in this
chapter include:
An explanation of the Enterprise Continuum and its purpose
Using the Enterprise Continuum in developing an enterprise architecture
An overview of characteristics to classify and partition architectures
An overview of a structural framework for an Architecture Repository
6.1 Overview of the Enterprise Continuum
The Enterprise Continuum, shown in Figure 16, provides a model for structuring a “virtual”
repository and provides methods for classifying architecture and solution artifacts, showing how
different artifacts evolve and how they can be re-used. It is populated with architecture assets
and their possible solutions (models, patterns, architecture descriptions, etc.). These assets and
solutions can be drawn from within the enterprise or from the industry at large and used in
constructing architectures.
Figure 16: The Enterprise Continuum
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A distinction is made between architectures and their possible solutions, thus creating an
Architecture Continuum and a Solutions Continuum. As shown in Figure 16, the relationship
between them is one of guidance and support.
The Enterprise Continuum supports two general ideas: re-use where possible, especially the
avoidance of re-invention, and an aid to communication. The assets in both the Architecture and
Solutions Continuums are structured from generic to specific in order to provide a consistent
language to effectively communicate the differences between architectures. Understanding
where you are in the continuum helps everyone to communicate effectively. Use of the
Enterprise Continuum can eliminate ambiguity when discussing concepts and items amongst
different departments within the same organization or even different organizations building
enterprise architectures. Understanding the architecture helps to better understand the solution.
Being able to explain the general concept behind a solution makes it easier to understand
possible conflicts.
Since the use of the Enterprise Continuum is usually accompanied by an increase of associated
architecture and solution assets, organizations can directly benefit from re-use.
6.1.1 The Enterprise Continuum and Architecture Re-Use
Examples of assets “within the enterprise” are the deliverables of previous architecture work,
which are available for re-use. Examples of assets “in the IT industry at large” are the wide
variety of industry reference models and architecture patterns that exist, and are continually
emerging, including those that are highly generic (such as the TOGAF Technical Reference
Model (TRM)); those specific to certain aspects of IT (such as a web services architecture);
those specific to certain types of information processing (such as e-Commerce); and those
specific to certain vertical industries (such as the ARTS data model from the retail industry). The
decision as to which architecture assets a specific enterprise considers part of its own Enterprise
Continuum will normally form part of the overall architecture governance function within the
enterprise concerned.
6.1.2 Using the Enterprise Continuum within the ADM
In the ADM a process of moving from the TOGAF Foundation Architecture to an organization-
specific architecture (or set of architectures) is described. This Foundation Architecture is a
highly general description of generic services and functions that provide the foundation on
which specific architectures and Architecture Building Blocks (ABBs) can be built by adding
relevant architecture assets, components, and building blocks from the Enterprise Continuum. At
relevant places throughout the ADM, there are reminders to consider which architecture assets
the architect should use. In addition to the TOGAF Foundation Architecture, TOGAF provides
another reference model for consideration for inclusion in an organization's Enterprise
Continuum: the Integrated Information Infrastructure Reference Model (III-RM).
6.2 Architecture Partitioning
Partitions are used to simplify the development and management of the enterprise architecture.
Partitions lie at the foundation of Architecture Governance and are distinct from levels and the
organizing concepts of the Architecture Continuum.
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Architectures are partitioned because:
Organizational unit architectures conflict with one another.
Different teams need to work on different elements of architecture at the same time and
partitions allow for specific groups of architects to own and develop specific segments of
the architecture.
Effective architecture re-use requires modular architecture segments that can be taken and
incorporated into broader architectures and solutions.
It is impractical to present a definitive partitioning model for architecture. Each enterprise needs
to adopt a partitioning model that reflects its own operating model. TOGAF includes
classification criteria that can be applied when partitioning architectures, and guidance for
activities within the Preliminary Phase for establishing a partition.
Steps within the Preliminary Phase to support architecture partitioning are as follows:
Determine the organization structure for architecture within the enterprise
Determine the responsibilities for each standing architecture team
Determine the relationships between architectures
Once the Preliminary Phase is complete, the teams conducting the architecture should be
understood. Each team should have a defined scope and the relationships between teams and
architecture should be understood. Allocation of teams to architecture scope is illustrated in
Figure 17.
Figure 17: Allocation of Teams to Architecture Scope
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6.3 Architecture Repository
Supporting the Enterprise Continuum is the concept of an Architecture Repository which can be
used to store different classes of architectural output at different levels of abstraction, created by
the ADM.By means of the Enterprise Continuum and Architecture Repository, architects are
encouraged to leverage all other relevant architectural resources when developing an
Organization-Specific Architecture.
In this context, the ADM can be regarded as describing a process lifecycle that operates at
multiple levels within the organization, operating within a holistic governance framework and
producing aligned outputs that reside in an Architecture Repository. The Enterprise Continuum
provides a valuable context for understanding architectural models: it shows building blocks and
their relationships to each other, and the constraints and requirements on a cycle of architecture
development.
The structure of the TOGAF Architecture Repository is shown in Figure 18.
Figure 18: TOGAF Architecture Repository Structure
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The major components within an Architecture Repository are as follows:
The Architecture Metamodel describes the organizationally tailored application of an
architecture framework, including a metamodel for architecture content.
The Architecture Capability defines the parameters, structures, and processes that support
governance of the Architecture Repository.
The Architecture Landscape shows an architectural view of the building blocks that are in
use within the organization today (e.g., a list of the live applications). The landscape is
likely to exist at multiple levels of abstraction to suit different architecture objectives.
The Standards Information Base (SIB) captures the standards with which new
architectures must comply, which may include industry standards, selected products and
services from suppliers, or shared services already deployed within the organization.
The Reference Library provides guidelines, templates, patterns, and other forms of
reference material that can be leveraged in order to accelerate the creation of new
architectures for the enterprise.
The Governance Log provides a record of governance activity across the enterprise.
6.3.1 The Enterprise Repository
The Architecture Repository is one part of the wider Enterprise Repository. While the
Architecture Repository holds information concerning the enterprise architecture and associated
artifacts, there are a considerable number of enterprise repositories that support the architecture.
These include the Requirements Repository storing requirements and the Solutions Repository
storing Solution Building Blocks (SBBs).
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Chapter 7 TOGAF Reference Models
This chapter provides a brief introduction to the TOGAF Reference Models.
7.1 TOGAF Foundation Architecture
The TOGAF Foundation Architecture is an architecture that provides a foundation on which
specific architectures and architectural components can be built. This Foundation Architecture is
embodied in the Technical Reference Model (TRM). The TRM is universally applicable and
therefore can be used to build any system architecture.
7.1.1 Technical Reference Model (TRM)
The TRM, shown in Figure 19, is a model and taxonomy of generic platform services. The
taxonomy defines the terminology and provides a coherent description of its components. Its
purpose is to give a conceptual description of an Information System. And the TRM model is a
graphical representation of the taxonomy to act as an aid for understanding.
Figure 19: Technical Reference Model (TRM)
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7.2 Integrated Information Infrastructure Reference Model (III-RM)
Whereas the Foundation Architecture describes a typical application platform environment, the
second reference model included in the Enterprise Continuum, the Integrated Information
Infrastructure Reference Model (III-RM), focuses on the application software space. The III-RM
is a “Common Systems Architecture” in Enterprise Continuum terms.
The III-RM is shown in Figure 20 and is a subset of the TOGAF TRM in terms of its overall
scope, but it also expands certain parts of the TRM, in particular in the business applications and
infrastructure applications parts. The III-RM provides help in addressing one of the key
challenges facing the enterprise architect today: the need to design an integrated information
infrastructure to enable Boundaryless Information Flow.
Figure 20: The III-RM in Detail
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Chapter 8 Architecture Capability
Framework
This chapter introduces the Architecture Capability Framework.
TOGAF, Part VII: Architecture Capability Framework provides a set of reference materials for
how to establish an architecture function within an enterprise.
A summary of the contents of TOGAF, Part VII is shown in Table 16.
Table 16: TOGAF Part VII Contents Summary
Chapter
Description
Establishing an Architecture
Capability
Guidelines for establishing an Architecture Capability within an
organization.
Architecture Board
Guidelines for establishing and operating an enterprise Architecture
Board.
Architecture Compliance
Guidelines for ensuring project compliance to architecture.
Architecture Contracts
Guidelines for defining and using Architecture Contracts.
Architecture Governance
Framework and guidelines for architecture governance.
Architecture Maturity Models
Techniques for evaluating and quantifying an organization's maturity
in enterprise architecture.
Architecture Skills Framework
A set of role, skill, and experience norms for staff undertaking
enterprise architecture work.
An overall structure for an Architecture Capability Framework is shown in Figure 21.
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Figure 21: Architecture Capability Framework
8.1 Establishing an Architecture Capability
Implementing any capability within an organization requires the design of the four domain
architectures: Business, Data, Application, and Technology. Establishing the architecture
practice within an organization therefore requires the design of:
The Business Architecture of the architecture practice, which highlights the architecture
governance, architecture processes, architecture organizational structure, architecture
information requirements, architecture products, etc.
The Data Architecture, which defines the structure of the organization's Enterprise
Continuum and Architecture Repository
The Application Architecture, which specifies the functionality and/or applications services
required to enable the architecture practice
The Technology Architecture, which specifies the architecture practice's infrastructure
requirements in support of the architecture applications and Enterprise Continuum.
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8.2 Architecture Governance
The Architecture Capability Framework contains a framework and guidelines for architecture
governance. Architecture governance is the practice by which enterprise architectures and other
architectures are managed and controlled at an enterprise-wide level. It includes the following:
Implementing a system of controls over the creation and monitoring of all architecture
components and activities, to ensure the effective introduction, implementation, and
evolution of architectures within the organization
Implementing a system to ensure compliance with internal and external standards and
regulatory obligations
Establishing processes that support effective management of the above processes within
agreed parameters
Establishing and documenting decision structures that influence the enterprise architecture;
this includes stakeholders that provide input to decisions
Developing practices that ensure accountability to a clearly identified stakeholder
community, both inside and outside the organization
8.3 Architecture Board
An enterprise architecture is more than just the artifacts produced by the application of the ADM
process. Making the organization act according to the principles laid down in the architecture
requires a decision-making framework. The Architecture Capability Framework provides a set of
guidelines for establishing and operating an enterprise Architecture Board. An Architecture
Board is responsible for operational items and must be capable of making decisions in situations
of possible conflict and be accountable for taking those decisions. It should therefore be a
representation of all the key stakeholders in the architecture, and will typically comprise a group
of executives responsible for the review and maintenance of the overall architecture. It is
important that the members of the Architecture Board cover architecture, business, and program
management areas.
Issues for which the Architecture Board can be made responsible and accountable are:
Providing the basis for all decision-making with regard to changes to the architectures
Consistency between sub-architectures
Identifying re-usable components
Flexibility of enterprise architecture; to meet business needs and utilize new technologies
Enforcement of architecture compliance
Improving the maturity level of architecture discipline within the organization
Ensuring that the discipline of architecture-based development is adopted
Supporting a visible escalation capability for out-of-bounds decisions
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The Architecture Board is also responsible for operational items, such as the monitoring and
control of Architecture Contracts (see Section 3.29), and for governance items, such as
producing usable governance materials. Important tasks are:
Assigning architectural tasks
Formally approving architectural products
Resolving architectural conflicts
8.4 Architecture Compliance
Using architecture to structure IT development in an organization implies that IT projects should
comply with the architecture roadmap. If that‟s not the case, then there must be a good reason
for it.
To determine whether this is the case, an Architecture Compliance strategy should be adopted
with specific measures to ensure compliance with the architecture. The Architecture Capability
Framework includes a set of processes, guidelines, and a checklist for ensuring project
compliance to the architecture, including:
Project Impact Assessments that illustrate how the enterprise architecture impacts on the
major projects within an organization
The Architecture Compliance Review process (see Figure 22), which is a formal process for
reviewing the compliance of projects to the enterprise architecture
Figure 22: Architecture Compliance Review Process
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8.5 Architecture Skills Framework
The Architecture Capability Framework provides a set of role, skill, and experience norms for
staff undertaking enterprise architecture work.
“Enterprise Architecture” and “Enterprise Architect” are widely used but poorly defined terms in
the IT industry today. They are used to denote a variety of practices and skills applied in a wide
variety of architecture domains. There is a need for better classification to enable more implicit
understanding of what type of architect/architecture is being described.
This lack of uniformity leads to difficulties for organizations seeking to recruit or
assign/promote staff to fill positions in the architecture field. Because of the different usages of
terms, there is often misunderstanding and miscommunication between those seeking to recruit
for, and those seeking to fill, the various roles of the architect.
The TOGAF Architecture Skills Framework attempts to address this need by providing
definitions of the architecting skills and proficiency levels required of personnel, internal or
external, who are to perform the various architecting roles defined within the TOGAF
framework.
Skill categories include:
Generic Skills, typically comprising leadership, team-working, inter-personal skills, etc.
Business Skills & Methods, typically comprising business cases, business process, strategic
planning, etc.
Enterprise Architecture Skills, typically comprising modeling, building block design,
applications and role design, systems integration, etc.
Program or Project Management Skills, typically comprising managing business change,
project management methods and tools, etc.
IT General Knowledge Skills, typically comprising brokering applications, asset
management, migration planning, SLAs, etc.
Technical IT Skills, typically comprising software engineering, security, data interchange,
data management, etc.
Legal Environment, typically comprising data protection laws, contract law, procurement
law, fraud, etc.
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Appendix A Migration Summary
This appendix contains high-level migration information – a summary description of what is
changed from TOGAF 8.1.1 and also a summary of changes between TOGAF 9 and TOGAF
9.1. Readers are assumed to be familiar with the content of TOGAF 8.1.1.
A.1 Changes between TOGAF 8.1.1 and TOGAF 9.1
Current Chapter
Derivation from TOGAF 8.1.1
Part I: Introduction
1
Introduction
Material revised; based on Chapter 1
This revised chapter describes the structure and provides an
executive overview of enterprise architecture and the benefits of
using TOGAF. Some of the previous contents have been moved to
the new Chapters 2 and 4.
2
Core Concepts
New chapter
This new chapter introduces the core concepts of TOGAF; what it
is; what is architecture in the context of TOGAF; what types of
architecture does TOGAF deal with; the ADM. It introduces key
concepts such as deliverables, artifacts, and building blocks. It
introduces the Enterprise Continuum and the Architecture
Repository. It introduces the establishment and operations of an
Enterprise Architecture Capability. It describes considerations for
using TOGAF with other frameworks.
3
Definitions
Derived from Chapter 36, reworked into formal definitions &
abbreviations
This revised chapter contains the key terms and definitions. Other
supplementary definitions and abbreviations have been moved to
separate appendices.
4
Release Notes
New chapter
This is a new chapter containing information on this release of the
document. It contains an overview of what‟s new, the benefits of
the changes, and summary mappings of the structure of the
document from TOGAF 8.1.1 to TOGAF 9 and vice versa. It also
includes information on terms and conditions for using TOGAF
and where to download it.
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Current Chapter
Derivation from TOGAF 8.1.1
Part II: Architecture Development Method
5
Introduction
Material revised; based on Chapter 3
The changes made in this chapter are to position the ADM with
respect to the Architecture Repository, and to Part III: ADM
Guidelines and Techniques. The concept of document versioning
is introduced with an example.
6
Preliminary Phase
Material revised; based on Chapter 4
The Approach has been expanded considerably to address in
addition the definition of the enterprise, key drivers and elements
for the organization, requirements for architecture work,
management frameworks and their relationship, as well as
enterprise maturity.
There are now explicit Steps defined, whereas previously there
were none.
7
Phase A: Architecture Vision
Material revised; based on Chapter 5
Business Scenarios are now called out as a separate section in
Approach; previously they were included as a subsection to Steps.
The Steps have been revised to additionally include an evaluation
of Business Capabilities, Readiness for Business Transformation,
definition of Target Architecture Value Propositions and KPIs,
and identification of Business Transformation Risks and
Mitigation activities.
The Inputs and Outputs are reorganized to match the deliverables.
8
Phase B: Business Architecture
Material revised; based on Chapter 6
The Approach is revised to discuss the Architecture Repository
rather than the Enterprise Continuum. The description of the Gap
Analysis technique is moved to Part III: ADM Guidelines and
Techniques.
A revised sequence of Steps is introduced. This same sequence of
steps is also used in Phases C and D.
The Inputs and Outputs are reorganized to match the deliverables.
A key difference is the introduction of two container documents:
the Architecture Definition Document and the Architecture
Requirements Specification.
9
Phase C: Information Systems
Architectures
Material revised; based on Chapter 7
The Inputs and Outputs are reorganized to match the deliverables
for TOGAF 9.
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Current Chapter
Derivation from TOGAF 8.1.1
10
Phase C: Data Architecture
Material revised; based on Chapter 8
In Approach: the reference to Enterprise Continuum is replaced
with the Architecture Repository. The section on Gap Analysis is
removed. A section on Key Considerations for Data Architecture
is added.
A revised sequence of Steps is introduced. This same sequence is
also used in Phases B, C (Application Architecture), and D.
The Inputs and Outputs are reorganized to match the deliverables
for TOGAF 9.
11
Phase C: Application
Architecture
Material revised; based on Chapter 9
In Approach: the reference to Enterprise Continuum is replaced
with the Architecture Repository. The section on Gap Analysis is
removed.
A revised sequence of Steps is introduced. This same sequence is
also used in Phases B, C (Data Architecture), and D.
The Inputs and Outputs are reorganized to match the deliverables.
12
Phase D: Technology
Architecture
Material revised; based on Chapter 10
In Approach: the reference to Enterprise Continuum is replaced
with the Architecture Repository.
The Steps have undergone a major reorganization, and now use
the same sequence also used in Phases B and C.
The Inputs and Outputs are reorganized to match the deliverables.
13
Phase E: Opportunities &
Solutions
Material revised; based on Chapter 11
This phase has had a major revision to add extensive detail on an
Approach and Steps to move from Target Architectures identified
in earlier phases to the implementation and create a draft
Implementation and Migration Plan.
The Inputs and Outputs are reorganized to match the deliverables.
14
Phase F: Migration Planning
Material revised; based on Chapter 12
This phase has had a major revision to add extensive detail on an
Approach and Steps to finalize the Implementation and Migration
Plan identified in Phase E.
The Inputs and Outputs are reorganized to match the deliverables.
15
Phase G: Implementation
Governance
Material revised; based on Chapter 13
The Objectives include rewording and additions to emphasize the
governance aspect of the phase.
The Approach has been updated to include Business Value
Realization.
The Steps have had a major revision to include confirmation of
scope for deployment with development management,
identification of deployment skills and resources, guidance
development for solutions deployment, compliance reviews,
implementation of operations, and a post-implementation review.
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Current Chapter
Derivation from TOGAF 8.1.1
16
Phase H: Architecture Change
Management
Material revised; based on Chapter 14
The Objectives have been reworked and including maximizing
business value.
The Approach is expanded to additionally include monitoring of
the business and capacity management.
The Steps have had a major revision, and additionally include
establishment of the value realization process, deployment of
monitoring tools, management of risks, analysis for change, and
development of change requirements to meet performance targets.
17
ADM Architecture
Requirements Management
No material change; maps to Chapter 15
The Inputs and Outputs are reorganized to match the deliverables.
Part III: ADM Guidelines and Techniques
18
Introduction
New chapter
This new part is provided to support application of the ADM.
19
Applying Iteration to the ADM
New chapter
This chapter describes the concept of iteration and shows potential
strategies for applying iterative concepts to the ADM.
20
Applying the ADM across the
Architecture Landscape
New chapter
This chapter describes the application of the ADM across the
Architecture Landscape.
21
Security Architecture and the
ADM
New chapter; derived from Security White Paper (W055)
This chapter provides specific security considerations for each
phase of the ADM.
22
Using TOGAF to Define &
Govern SOAs
New chapter
This chapter describes how the SOA style of architecture can be
supported by TOGAF.
23
Architecture Principles
No material change; maps to Chapter 29
A new example principle of Service Orientation to the Business
Principles.
24
Stakeholder Management
New chapter
This chapter describes the technique of stakeholder management,
an important discipline for architecture practitioners.
25
Architecture Patterns
No material change; maps to Chapter 28
26
Business Scenarios
No material change; maps to Chapter 34
27
Gap Analysis
New chapter; derived from Gap Analysis
This chapter is introduced to allow the technique to be referenced
from the ADM phases, and therefore reduce duplication of text.
28
Migration Planning Techniques
New chapter
This chapter describes a number of techniques to support Phases E
and F.
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Current Chapter
Derivation from TOGAF 8.1.1
29
Interoperability Requirements
New chapter
This chapter provides guidelines for developing interoperability
requirements.
30
Business Transformation
Readiness Assessment
New chapter
This chapter describes a technique for identifying business
transformation issues.
31
Risk Management
New chapter
This chapter describes a technique for managing risk during an
architecture or business transformation project.
32
Capability-Based Planning
New chapter
This chapter describes the technique of capability-based planning.
Part IV: Architecture Content Framework
33
Introduction
New chapter
This new part of TOGAF addresses content output, providing a
framework within which to place major work products.
34
Content Metamodel
New chapter
This chapter provides a metamodel definition of all the types of
building blocks within an architecture, showing how they can be
described and how they relate to one another.
35
Architectural Artifacts
Derived from Chapter 31, plus new material
This chapter is revised to address a set of atomic work products
created when following the ADM. A diagram to illustrate the
concepts from ISO/IEC 42010:2007 is introduced. Classes of
viewpoints are defined: catalogs, matrices, and diagrams.
Additional architecture viewpoints are added.
36
Architecture Deliverables
Revised from Chapter 16
A significant revision of the deliverables has been undertaken. A
table is provided showing where deliverables are produced and
consumed within the ADM cycle. A key difference is the
introduction of two container documents: the Architecture
Definition Document and the Architecture Requirements
Specification.
37
Building Blocks
Revised from Chapter 32
The description of the building blocks specification process in the
ADM has been updated to match the changes to the ADM steps.
The section on Levels of Modeling has been removed.
Part V: Enterprise Continuum and Tools
38
Introduction
New chapter
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Current Chapter
Derivation from TOGAF 8.1.1
39
Enterprise Continuum
Derived from Chapters 17 and 18
The explanation of the Enterprise Continuum has been rewritten to
better explain its purpose and context, including its relationship to
enterprise repositories.
Organization Architectures has been updated to Organization-
Specific Architectures in the diagram of the Architecture
Continuum.
Organization Solutions has been updated to Organization-Specific
Solutions in the diagram of the Solutions Continuum.
In the description of the Architecture Continuum, Enterprise
Architectures is updated to Organization-Specific Architectures.
In the description of the Solutions Continuum, Enterprise
Solutions is updated to Organization-Specific Solutions.
40
Architecture Partitioning
New chapter
This chapter describes the various characteristics that can be
applied to classify and then partition architectures.
41
Architecture Repository
New chapter
This chapter describes how the abstract classifications of
architecture can be applied to a repository structure.
42
Tools for Architecture
Development
This chapter is taken from Chapter 38, but substantially reduced
by removing the evaluation criteria and guidelines.
Part VI: TOGAF Reference Models
43
Foundation Architecture:
Technical Reference Model
No material change; maps to Chapters 19 and 20
The Detailed Platform Taxonomy is now a section of this chapter
rather than being a separate chapter.
44
Integrated Information
Infrastructure Reference Model
No material change; maps to Chapter 22
Part VII: Architecture Capability Framework
45
Introduction
New chapter
46
Establishing an Architecture
Capability
New chapter
This chapter describes how to use the ADM to establish an
architecture practice within an organization.
47
Architecture Board
Minimal change; maps to Chapter 23
Changes have been limited to minor editorial updates.
48
Architecture Compliance
Minimal change; maps to Chapter 24
The section Project Impact Assessments (Project Slices) has been
removed.
49
Architecture Contracts
Minimal change; maps to Chapter 25
Wording is added to tie this chapter more closely to Architecture
Governance. Instead of listing the contents of the Statement of
Architecture Work, a reference to the definition in Part IV:
Architecture Content Framework is added.
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Current Chapter
Derivation from TOGAF 8.1.1
50
Architecture Governance
Minimal change, maps to Chapter 26
A reference to the TOGAF/COBIT mapping paper from ITGI is
added. Some editorial rewording has been applied to the section
Architecture Governance in Practice.
51
Architecture Maturity Models
Minimal change; maps to Chapter 27
Minor changes have been applied to refer to the latest version of
ACMM.
52
Architecture Skills Framework
Some cosmetic changes; maps to Chapter 30
References to IT Architect have been replaced with Enterprise
Architect.
Appendices
A
Glossary of Supplementary
Definitions
Derived from Chapter 36
The terms and definitions provided here have been split out from
the original glossary as they are not specific to TOGAF.
B
Abbreviations
Derived from Chapter 36
This section has been split out from the original glossary.
A.2 Summary of Changes between TOGAF 9 and TOGAF 9.1
1. The Document Categorization Model has been removed (Chapter 2).
2. Definitions of terms where the usage by TOGAF is not distinctive from the common
dictionary definition have been removed (Chapter 3).
3. The Objectives sections of the ADM phases have been reworked to focus on actual
objectives rather than the techniques used in the phase or a list of steps (Chapters 6-17).
4. The possible artifacts (viewpoints) for each phase are now listed in the description of that
phase, not just in Part IV, Architectural Artifacts (Chapters 6-14).
5. Duplicate text in several places has been replaced with an appropriate reference:
Gap Analysis in Phases B, C, and D now references Part III, Gap Analysis (Chapters 8-
12).
Requirements Management in several phases now references Part II, Requirements
Development in the Requirements Management phase.
6. The Phase E and F descriptions have been reworked to match the level of detail in other
phases of the ADM (Chapters 13 and 14).
7. The uses of terminology for Transition Architecture/Roadmap/Implementation Strategy have
been clarified and made consistent (Chapters 13, 14, and 36).
8. Additional introductory text on architectural styles has been added in Part III, Introduction
(Chapter 18).
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9. The concepts of levels, iterations, and partitions have been clarified and made consistent.
This includes a reorganization of material in Part III, Applying Iteration to the ADM and
Applying the ADM across the Architecture Landscape, and Part V, Architecture Partitioning
(Chapters 19, 20, and 40).
10. Minor changes have been made to the Security Architecture chapter (Part III, Security
Architecture and the ADM ) for consistency with the ADM (Chapter 21).
11. The SOA chapter (Part III, Using TOGAF to Define & Govern SOAs ) has been updated to
describe latest SOA Working Group output (Chapter 22).
12. Corrections have been made to metamodel diagrams and to aspects of the metamodel
(Chapter 34).
13. The usage of the terms application versus system have been reviewed and made consistent.
14. The terms artifact and viewpoint have been clarified and made consistent. This includes a
restructuring of Part IV, Architectural Artifacts (Chapter 35).
15. The Building Blocks example has been removed (Chapter 37).
16. Some of the artifacts have been renamed to better reflect their usage (Chapter 35 and
Chapters 6-14):
System/Organization matrix becomes Application/Organization matrix
Role/System matrix becomes Role/Application matrix
System/Function matrix becomes Application/Function matrix
Process/System Realization diagram becomes Process/Application Realization diagram
System Use-Case diagram becomes Application Use-Case diagram
System/Technology matrix becomes Application/Technology matrix
Application/System matrix becomes Role/Application matrix
17. The description of Architecture Principles now divides them into two types only – Enterprise
and Architecture – whereas before they called out IT Principles separately. IT Principles are
now seen as just part of Enterprise Principles (Chapter 23).
18. The Stakeholder Map included in the Stakeholder Management chapter (Part III,
Stakeholder Management ) is now explicitly referred to as an example, the table has been
highlighted to refer to Stakeholder Concerns, and the list of artifacts for each stakeholder
updated (Chapter 24).
19. The Business Scenarios chapter (Part III, Business Scenarios and Business Goals ) has been
renamed to Business Scenarios and Business Goals to better reflect the contents of the
chapter (Chapter 26).
20. The relationship of the Enterprise Repository to the Architecture Repository is clarified in
Part V, Architecture Repository (Chapter 41).
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21. The chapter on Architecture Maturity Models (Part VII, Architecture Maturity Models) has
been editorially revised for consistency and clarity (Chapter 51).
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Glossary
Application Architecture
A description of the structure and interaction of the applications as groups of capabilities that
provide key business functions and manage the data assets.
Architecture
Architecture has two meanings depending upon its contextual usage:
1. A formal description of a system, or a detailed plan of the system at component level to
guide its implementation
2. The structure of components, their inter-relationships, and the principles and guidelines
governing their design and evolution over time
Architecture Building Block (ABB)
A constituent of the architecture model that describes a single aspect of the overall model.
Architecture Continuum
A part of the Enterprise Continuum. A repository of architectural elements with increasing detail
and specialization. This Continuum begins with foundational definitions like reference models,
core strategies, and basic building blocks. From there it spans to Industry Architectures and all
the way to an organization's specific architecture.
Architecture Development Method (ADM)
The core of TOGAF. A step-by-step approach to develop and use an enterprise architecture.
Architecture Framework
A conceptual structure used to develop, implement, and sustain an architecture.
Baseline Architecture
The existing defined system architecture before entering a cycle of architecture review and
redesign.
Business Architecture
A description of the structure and interaction between the business strategy, organization,
functions, business processes, and information needs.
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Capability
An ability that an organization, person, or system possesses. Capabilities are typically expressed
in general and high-level terms and typically require a combination of organization, people,
processes, and technology to achieve. For example, marketing, customer contact, or outbound
telemarketing.
Capability Architecture
A highly detailed description of the architectural approach to realize a particular solution or
solution aspect.
Capability Increment
A discrete portion of a capability architecture that delivers specific value. When all increments
have been completed, the capability has been realized.
Data Architecture
A description of the structure and interaction of the enterprise‟s major types and sources of data,
logical data assets, physical data assets and data management resources.
Enterprise
The highest level (typically) of description of an organization and typically covers all missions
and functions. An enterprise will often span multiple organizations.
Enterprise Continuum
A categorization mechanism useful for classifying architecture and solution artifacts, both
internal and external to the Architecture Repository, as they evolve from generic Foundation
Architectures to Organization-Specific Architectures.
Foundation Architecture
Generic building blocks, their inter-relationships with other building blocks, combined with the
principles and guidelines that provide a foundation on which more specific architectures can be
built.
Gap
A statement of difference between two states. Used in the context of gap analysis, where the
difference between the Baseline and Target Architecture is identified.
Governance
The discipline of monitoring, managing, and steering a business (or IS/IT landscape) to deliver
the business outcome required.
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Metamodel
A model that describes how and with what the architecture will be described in a structured way.
Repository
A system that manages all of the data of an enterprise, including data and process models and
other enterprise information. Hence, the data in a repository is much more extensive than that in
a data dictionary, which generally defines only the data making up a database.
Requirement
A statement of need that must be met by a particular architecture or work package.
Risk Management
The management of risks and issues that may threaten the success of the enterprise architecture
practice and its ability to meet is vision, goals, and objectives, and, importantly, its service
provision.
Segment Architecture
A detailed, formal description of areas within an enterprise, used at the program or portfolio
level to organize and align change activity.
Service Orientation
A way of thinking in terms of services and service-based development and the outcomes of
services.
Service Oriented Architecture (SOA)
An architectural style that supports service orientation. It has the following distinctive features:
It is based on the design of the services - which mirror real-world business activities -
comprising the enterprise (or inter-enterprise) business processes.
Service representation utilizes business descriptions to provide context (i.e., business
process, goal, rule, policy, service interface, and service component) and implements
services using service orchestration.
It places unique requirements on the infrastructure - it is recommended that
implementations use open standards to realize interoperability and location transparency.
Implementations are environment-specific - they are constrained or enabled by context and
must be described within that context.
It requires strong governance of service representation and implementation.
It requires a "Litmus Test", which determines a "good service".
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Solution Architecture
A description of a discrete and focused business operation or activity and how IS/IT supports
that operation. A Solution Architecture typically applies to a single project or project release,
assisting in the translation of requirements into a solution vision, high-level business and/or IT
system specifications, and a portfolio of implementation tasks.
Solution Building Block (SBB)
A candidate solution which conforms to the specification of an Architecture Building Block
(ABB).
Solutions Continuum
A part of the Enterprise Continuum. A repository of re-usable solutions for future
implementation efforts. It contains implementations of the corresponding definitions in the
Architecture Continuum.
Stakeholder
An individual, team, or organization (or classes thereof) with interests in, or concerns relative to,
the outcome of the architecture. Different stakeholders with different roles will have different
concerns.
Target Architecture
The description of a future state of the architecture being developed for an organization. There
may be several future states developed as a roadmap to show the evolution of the architecture to
a target state.
Technical Reference Model (TRM)
A structure which allows the components of an information system to be described in a
consistent manner.
Technology Architecture
A description of the structure and interaction of the platform services, and logical and physical
technology components.
Transition Architecture
A formal description of one state of the architecture at an architecturally significant point in
time. One or more Transition Architectures may be used to describe the progression in time from
the Baseline to the Target Architecture.
View
The representation of a related set of concerns. A view is what is seen from a viewpoint. An
architecture view may be represented by a model to demonstrate to stakeholders their areas of
interest in the architecture. A view does not have to be visual or graphical in nature.
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Viewpoint
A definition of the perspective from which a view is taken. It is a specification of the
conventions for constructing and using a view (often by means of an appropriate schema or
template). A view is what you see; a viewpoint is where you are looking from – the vantage
point or perspective that determines what you see.
Work Package
A set of actions identified to achieve one or more objectives for the business. A work package
can be a part of a project, a complete project, or a program.
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Index
ABB ........................................ 50, 101
Adapting the ADM ......................... 61
ADM ............................................. 4, 7
ADM Phase ...................................... 9
ADM Requirements Management .. 24
ANSI/IEEE Std 1471-2000 .............. 2
Application Architecture .... 3, 17, 101
Applying Iteration to the ADM ...... 62
Architectural Artifacts .................... 74
Architecture .................................. 101
Architecture Board ......................... 89
Architecture Building Block .. 50, 101
Architecture Capability Framework
.................................................... 87
Architecture Compliance ................ 90
Architecture Content Framework ... 71
Architecture Continuum ............... 101
Architecture Contracts .................... 57
Architecture Definition Document . 40
Architecture Definition Increments
Table .......................................... 53
Architecture Development Method
.................................................. 101
Architecture Framework ............... 101
Architecture Governance ................ 89
Architecture Partitioning ................ 81
Architecture Principles ................... 29
Architecture Repository ........... 32, 82
Architecture Requirements
Specification .............................. 43
Architecture Roadmap .................... 45
Architecture Skills Framework....... 91
Architecture Tools .......................... 33
Architecture Viewpoints ................. 48
Architecture Views ......................... 49
Architecture Vision ........................ 34
Baseline Architecture ................... 101
Building Blocks .............................. 77
Business Architecture ......... 3, 41, 101
Business Principles, Goals, and
Drivers ........................................ 32
Business Requirements ................... 44
Business Scenarios ......................... 46
Business Transformation Readiness
Assessment ................................ 38
Business Value Assessment
Technique .................................. 55
Capability ..................................... 102
Capability Architecture .......... 66, 102
Capability Assessment ................... 38
Capability Increment .................... 102
Capability-Based Planning ............. 51
Catalogs, Matrices, and Diagrams . 73
Change Request .............................. 59
Communications Plan .................... 37
Compliance Assessment................. 59
Consolidated Gaps, Solutions, and
Dependencies Matrix ................. 53
Content Metamodel ........................ 72
Data Architecture ............... 3, 15, 102
Enterprise ..................................... 102
Enterprise Architecture State
Evolution Table ......................... 54
Enterprise Continuum ............ 79, 102
Foundation Architecture............... 102
Gap ............................................... 102
Gap Analysis .................................. 46
Governance .................................. 102
Implementation and Migration Plan
................................................... 55
Implementation Factor Assessment
and Deduction Matrix ................ 52
Implementation Governance Model
................................................... 57
Information Systems Architecture . 42
Integrated Information Infrastructure
Reference Model ........................ 86
Interoperability Requirements ........ 44
Iteration .......................................... 62
Metamodel ................................... 103
Migration Planning Techniques ..... 52
Migration Summary ....................... 92
Organizational Model for Enterprise
Architecture ............................... 29
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Phase A: Architecture Vision ......... 12
Phase B: Business Architecture ...... 14
Phase C: Information Systems
Architecture ................................ 15
Phase D: Technology Architecture . 18
Phase E: Opportunities and Solutions
.................................................... 20
Phase F: Migration Planning .......... 21
Phase G: Implementation
Governance ................................ 22
Phase H: Architecture Change
Management ............................... 23
Preliminary Phase ........................... 10
Qualities of Principles .................... 31
Repository .................................... 103
Request for Architecture Work ...... 33
Requirement ................................. 103
Requirements Impact Assessment .. 60
Resource Base .................................. 6
Risk Management ........................... 39
SBB ........................................ 51, 104
Security Architecture ...................... 67
Segment Architecture ............. 66, 103
Service Orientation....................... 103
Service Oriented Architecture 68, 103
SOA .............................................. 103
Solution Architecture ................... 104
Solution Building Block ......... 51, 104
Solutions Continuum .................... 104
Stakeholder ................................... 104
Stakeholder management ............... 35
Statement of Architecture Work .... 34
Strategic Architecture..................... 66
TAFIM ............................................. 1
Tailored Architecture Framework .. 28
Target Architecture ...................... 104
Technical Reference Model ... 85, 104
Technology Architecture .... 3, 42, 104
The Enterprise Continuum ............. 79
TOGAF Reference Models ............ 85
Transition Architecture ................ 104
View ............................................. 104
Viewpoint ..................................... 105
Work Package .............................. 105
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